Organisational diagnosis is key when you are up against grand challenges

You think that improvements are needed and possible within your organization, there may be complaints from customers, results are disappointing or there are dissatisfied or overworked employees.

You wonder how the latest business models, methods and/or tools can be integrated into your company.You have an ambitious growth goal that makes you feel that your organization and its processes need to be seriously scaled up with a completely new approach.

You plan to merge organizations or departments (collaboration/merger) where there are still questions about the exact form of cooperation and future working method.

The search

In order to be able to answer these questions, you will look for answers and solutions.

However, where to start? There is an overwhelming range of tools, methods and agencies that promise to have the solution for your problems.

A choice made to quickly for a for specific solution (jumping to solutions) can have as a result that the intended result is either not achieved, or at too high costs, or after a long lead time.

Voorneveld Consulting has the solution: an independent approach by means of a diagnosis followed by a well-thought-out step-by-step plan so that you can be sure that you will solve the actual problem at hand.

Problems that are avoided through good diagnosis and well designed step-by-step planning

  • Improvements are structural and offer lasting added value (because the change is aimed at the real problem/opportunity, the effect will be permanent).
  • Employees become enthusiastic about the possible solutions (because they are included in the exploration of the problem / opportunities)
  • Planning is achieved (a good diagnosis ensures that a problem is viewed from several sides, which reduces the chance of surprises)
  • Collaboration between the parties involved runs smoothly (because all parties get a shared view of the problem / country through the joint investigation)
  • The costs of the change are lower because a good diagnosis already initiates the change (this means that less investment in change management is required in the implementation project, since there is already a need for change as a result of the diagnosis)

Samples for organisational diagnosing

Organizational design Public Broadcasting BNNVARA

Investigating how a recently merged broadcaster (BNN + VARA) can function best. How can the objectives best be converted into objectives and a renewed organizational form, what ‘assets’ does the organization have, for example the experience of people, the cultural capital, the reputation. In addition, it was investigated how the organization can best compete for funding from the umbrella organization NPO and how the policy cycle should be geared to this.

Investigate synergy benefits VODAFONE-ZIGGO

After Ziggo was created from the merger between Casema, @Home and Multikabel, a synergy program was set up to realize the synergies. However, before all synergies were realised, another merger was on its way, this time a merger between Ziggo and Vodafone Netherlands. In order to also realize the synergies of this new merger and to correctly allocate them to the newly made investments, it was investigated what a new synergy program and organization should look like. What should be the goals of the new organization that oversees the realization of the new synergies, and which people and management methods are suitable for this?

Investigate how intellectual property can be better utilized for Dutch Public Broadcasting

Following an indication by the cabinet that NPO should try to generate more turnover from its intellectual properties (the programs produced by them), an initiative has been launched to consider how this can best be achieved. Steps have been taken over a period of several years to give substance to this question. After the first investigations, it became clear that there was a need for a common framework (a common right paragraph for a production contract). After some time it became clear that there was also a need for a joint organization and the entity ‘Dutch Core’ was set up to operate jointly from there. Finally, a CRM system was also purchased to record joint productions. Each step in this process has always been taken after detailed research into needs and feasibility with all parties involved.


  1. CONTRACTING (assignment)
  2. ORIENTATION (detailing question + approach)
  3. DATA COLLECTION (source research, interviews)
  4. CONCEPTUALISATION (retrieving, sharing and thinking through ideas and perceptions)
  5. ALTERNATIVES (explore the different ways in which problems and solutions can be assessed and appreciated)
  6. MAKING CHOICES (What are we going to do and what are we not going to do)
  7. STEP-BY-STEP PLANNING (Who will do what, when and with what approach & objectives)