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The Operating System Diagnosis

See how self-running your business really is.

Twenty statements about how your business operates, across four areas: vision and direction, people and roles, process and execution, and rhythm and numbers. Rate each from “not in place” to “working well”. It takes about three minutes, and you will see the same picture Sylvie starts from.

20 questions 4 sections About 3 minutes No sign-up required

Your answers stay in your browser. Nothing is sent anywhere unless you choose to share your results with Sylvie.

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Your Operating System Score

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This is not a verdict on your business. It is a snapshot of how well the way you run it supports the growth you want.

Most founders who take this score somewhere in the middle. That is not a failure. It usually means the business has grown faster than the structure underneath it, which is exactly the point at which the operating system starts to cost you.

Read your overall band below, then look at the four section scores. The pattern matters more than the number.

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Where to focus next

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The four parts of your operating system

Where the pattern starts to show.

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Reading the pattern

The total tells you the scale of the opportunity. The pattern tells you where to start.

Three questions worth sitting with:

  1. Where are the lowest clusters? A single low score is a task. Two low sections next to each other is a structural issue.
  2. Where would your leadership team disagree most? Give them the same 20 questions. The gaps between your answers and theirs are more useful than any of the individual scores.
  3. What feels heavy or noisy? The thing you are quietly dreading in your diary each week is usually pointing at the constraint.

These are your constraints. Not your team's effort, and not your own.

What this usually means in practice

The score makes it harder to keep working around the constraint.

Most founders reading this already suspected the answer. The businesses that fix it do not do so by working harder or hiring another good person into an unclear structure. They put an operating system in place and have someone drive it, week in and week out, while the founder gets back to the work only they can do.

That is the job of an Integrator: the second-in-command who turns decisions into action, holds the team to what was agreed, and makes the business run without everything routing through you.

If you want to talk it through

Book a 45-minute conversation with Sylvie.

No pitch. You will go through your score, identify which of the four areas is actually the constraint, and hear honestly whether it is something you can fix internally or whether it needs outside help.