Start with a specific question
A useful assessment answers a question. For example: why are processing times getting longer, or why do priorities change every month? Write that question in one sentence before the first conversation; it will guide the work.
Gather existing documents
Organization chart, key process descriptions, current plans, tracking sheets, recent meeting notes: these show how the organization works on paper. There is no need to produce everything; what already exists is enough to start.
Separate facts from perceptions
In one column, note what is measured (lead times, volumes, errors, departures); in another, what is felt (overload, lack of clarity, tension). Both matter, but they are not handled the same way.
Choose who to consult
An assessment that only hears from management misses part of the problem. Identify a few people who work with the process every day and set aside time to listen to them.
These general perspectives are not legal or financial advice.