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Cases

Business diagnostic

You are the person running a mid-sized company. Today you know something is wrong in the operation, but not where, nor what to tackle first. With this you answer a questionnaire and get back a plan with priorities and indicators.

The problem

A serious organisational diagnostic costs weeks of consulting and arrives as a document nobody reads twice. The information needed to produce it, on the other hand, the company already has: it only needs structuring and criteria applied to it.

The flow

  1. Company registration

    Form

  2. Structured questionnaire

    Neurona

  3. Scoring by dimension

    Rule engine

  4. Drafts the report in the client’s language

    OpenAI or Claude

  5. Human review before sending

    Approval

    A person steps in
  6. Report with a plan and indicators

    PDF

6 steps. The ones marked in gold do not run on their own: they require someone to decide, which is what separates responsible automation from the kind that causes trouble quickly.

Tools

  • Neurona
  • Airtable
  • n8n
  • OpenAI or Claude
  • PDF generation

What happens when something breaks

A flow that only works with perfect data is no use. These are the cases that were anticipated and what the system does in each one.

  • The questionnaire is left half-answered

    A dimension without enough answers returns “no data” and is shown that way in the report. It is never filled in with an average, and never estimated.

  • The model drafts something that does not match the score

    The model only drafts; the diagnosis is already settled by the rules before it is called. If the text contradicts the score, the diagnosis wins and human review cuts it.

  • The model provider goes down or blows the budget

    The report is assembled from the pre-written templates and goes out anyway. Model-written prose is an improvement, not a dependency.

Measurable result

2 indicators are still being measured: time to complete one diagnostic, cost per diagnostic. They will be published with their source and method. I would rather leave the gap visible than put up a number I could not defend in an interview.

Demo

The questionnaire below works in full right here: you answer it, it computes and you read the plan without leaving the page. It is a smaller, self-contained version of what the flow describes: it calls no model to draft anything — the actions are written in advance — and it does not generate the PDF. What it does do is the part of the case that matters: score by dimension, order by what weighs most and say “no data” when answers are missing.

Answer 15 statements about how your operation runs and get back a plan ordered by what weighs most, with the indicator that says whether it improved. It is worked out as you answer.

The questionnaire

0 of 15 answered
Processesweight 3

Whether work follows a known path or gets reinvented every time.

The processes that repeat most are written down and someone keeps them up to date.

Every recurring task has a clear owner, not “whoever is free”.

When something falls outside the norm, there is a planned route to resolve it.

Dataweight 3

Whether the figures used to decide are where they are needed and agree with each other.

Every important figure has a single source recognised as the good one.

The numbers used to decide are current, not last month’s.

Whoever needs a figure gets it without asking one specific person for it.

Peopleweight 2

Whether the operation depends on someone’s memory or on the system that holds it up.

If someone is away for a week, their work does not stop.

A new joiner learns the job from material, not just by watching.

The load is shared: there is no one person holding up everything urgent on their own.

Technologyweight 2

Whether the tools help the work or the work is done for the tools.

The systems pass information to each other without copy and paste.

The tools that are paid for are genuinely used.

When something fails, it is known quickly and it is known who to tell.

Decisionsweight 3

Whether what is decided gets followed, reviewed and leaves a trail.

What is agreed is written down with an owner and a date.

Repeated decisions follow a known criterion, not the mood of the day.

Decisions get revisited to see whether they worked.

The result

Answer at least two statements in one dimension and the diagnosis appears here. With no answers there is nothing to say, and nothing gets invented.