Q5 · Organisational Performance Diagnostic
Where is value really
being created -
and where is it lost?
The Q5 Organisational Performance Diagnostic integrates nine lenses of organisational performance into a single Board-ready view. Every metric traced to value creation. Every finding sized. Every insight auditable.
Board ready actions
Short, sharp review
Fixed fee
What is the OPD?
Nine lenses. One integrated view.
Q5's framework for integrating the key dimensions of organisational performance into a single board-ready view - every metric traced back to value creation.
The Organisational Performance Diagnostic
Q5's framework for integrating the key dimensions of organisational performance into one board-ready view
Every metric is traced back to value creation - so that a CEO, CFO or investor can see, in a single view, where the organisation is generating value and where it is destroying it.
Nine lenses span the full performance system: from financial outcomes and functional comparisons, through organisational design, strategy execution and transformation delivery, to culture, complexity, product economics and AI maturity. No single lens is sufficient. Value is created and destroyed at the intersections - and that is where the OPD looks first.
The diagnostic looks at both efficiency (the cost of delivering an output) and effectiveness (the quality of the result that output achieves) - not as properties of individual lenses, but within every lens. The most powerful diagnostic signal comes when the two diverge: an efficient organisation pursuing the wrong priorities, or an effective one undermined by structural waste.
Why this exists
Exec leaders need a clear view of where
value is created, constrained or lost
value is created, constrained or lost
Most diagnostics produce either a financial view in isolation, or a qualitative view without financial rigour.
Neither is sufficient.
Neither is sufficient.
Performance is driven by multiple components - and an integrated view is imperative.
A financial view alone misses the structural, cultural and strategic factors that generate or destroy value. A qualitative view alone lacks the rigour to survive board scrutiny. The Q5 OPD integrates both - with every number reconciled to group accounts and every lens traceable to value creation.
Not as a narrative - as a scored, weighted index the organisation measures against itself over time, where every gap has a financial implication and a named owner.
Not as a narrative - as a scored, weighted index the organisation measures against itself over time, where every gap has a financial implication and a named owner.
Transparent and auditable - not a black box
Too often these exercises produce 'black box' analyses without a clear link to outputs. AI has a role in augmenting and accelerating analysis - but it must be transparent, benchmarked and underpinned by human judgement. The OPD is unapologetically Q5.
Value lives at the intersections
The most consequential findings emerge where lenses overlap - where strategy execution meets culture, where org design meets transformation capacity, where product economics meet cost allocation. No single lens is sufficient. That is where the OPD looks first.
A model that compounds in value year on year
Unlike a one-time report, the dynamic model is handed over. Refresh it in Year 2 and Year 3 - track progress against the organisation's own baseline, on the same taxonomy. Like any well-built index, it is most powerful as a time series.
The Questions That Drive the Work
Questions we regularly hear C-Suite leaders ask
Each of these spans one or more lenses of a business. Answering them requires an integrated view - not a single-lens report, and not a financial summary that ignores organisational and cultural reality.
The Nine Lenses
An integrated view of the full performance system
Nine lenses, each connected to the financial spine. Select any lens to explore what it measures, why it matters for value creation, and what it produces. The exact metrics, weightings and benchmarks are sector and sub-sector specific, and agreed with the client before scoring begins. The examples shown here are illustrative of a retail client.
The Organisational Performance Index
A scored, weighted index -
traceable to value creation, measured over time
traceable to value creation, measured over time
The OPD produces a composite index across all nine lenses. The dashboard below is illustrative only, based on a hypothetical retail company. Live metrics, weights, benchmarks and scores are agreed with the client upfront.
What the index is - and why it matters
Like a well-built index, the OPD Index is most valuable when compared against itself over time
Each metric is weighted and scored 0-100 against a defined baseline. Lens scores combine into a single composite, giving leadership one clear read on organisational performance. Peer comparison is useful for specific metrics, but the strongest signal is the internal time series: same taxonomy, same weighting, re-run year on year.
How it is calculated
1. Agree metrics, weights and benchmarks. 2. Score each metric 0-100. 3. Combine into lens scores. 4. Average the nine lenses into one composite index. All weights and benchmarks are fixed before scoring and held constant for re-runs.
Nine-lens radar - illustrative retail sector
Illustrative only - hypothetical retail sector company
Composite Performance Index
77.3
Illustrative retail company - lens scores shown below
Lens Scorecards
01
Agree metrics & weights
Sector-specific KPIs and weights agreed upfront and held constant for Y2 and Y3.
02
Score each metric 0-100
Each KPI scored against an agreed benchmark. Every source is documented.
03
Combine into lens scores
Weighted metric scores create one score for each lens.
04
Composite index
Nine lens scores combine into one repeatable, comparable index.
How It Works
A structured 6-8 week engagement
One executive sponsor, a fixed fee, and a defined path from data request to board deck. The timeline below is indicative only and will flex to client requirements. Metrics and weights are agreed with the client up front and held constant so future re-runs are genuinely comparable.
Week 1
Mobilise & set up
Sponsor alignment, taxonomy agreed, metrics and weights fixed, data access secured.
Weeks 2-3
Build the financial spine
Reconciled functional P&L with product and geography overlays, surfacing where the business is inefficient.
Weeks 4-5
Analyse all 9 lenses
Transformation, org spans and layers, AI adoption, exec interviews and strategic mapping.
Weeks 6-8
Synthesise & recommend
Findings tested with execs, 10+ ranked and sized actions, board deck finalised.
Handover and execute
Model and action plan
The dynamic model, insights and key actions are handed over with a focus on successful delivery.
What You Get
Three deliverables. Decision-grade from day one.
A fixed-fee engagement producing three things you own outright, designed to be re-run year on year on the same taxonomy, producing a genuinely comparable time series.
DELIVERABLE 01
Dynamic Financial Model
A functional view of your P&L with KPI dashboards and dynamic charts, including product / service profitability, org design, transformation and AI maturity integrated within. A reconciled spine you own and can re-run.
DELIVERABLE 02
Integrated Insights Report
An assessment of the value at the intersections of the lenses, brought together into a key action list, sized, prioritised and turned into a plan to actually deliver the results identified.
DELIVERABLE 03
Performance Index
A composite scored index across all nine lenses. Auditable, weighted and built to measure your organisation against itself over time. Most valuable as a year-on-year trend.
A snapshot of the output - Organisational Performance Index
Illustrative - hypothetical retail company
Composite Index
77.3
A single, weighted score across all nine lenses
Illustrative only. Actual lenses, metrics and weights are agreed with the client upfront, and the index is built to be re-run year on year on the same taxonomy.
For the CEO
A single view of where value is generated and destroyed
Not a 200-page report. A scored view where the most important findings are visible and sized, so board conversations start with evidence.
For the CFO
Transparent, auditable insights - not a black box
Every insight is transparent and can be traced back to its source, so the numbers stand up to scrutiny.
For the investor
A consistent, comparable read on performance over time
A repeatable index on a fixed taxonomy, tracking whether value is being built or eroded with confidence each year.
Q5 · Organisational Performance Diagnostic
Let's start the conversation
Whether you're exploring an organisational review, preparing for transformation or simply want to understand how the Organisational Performance Diagnostic could help, complete the form and a member of the Q5 team will be in touch.
>
Tom Leary
Partner
Jim Storey
Partner
Your enquiry will go directly to the Q5 team and we'll make sure the right person follows up.
Q5 - The art and science of organisational performance.