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The 3connected Health Check

The 360° Company Health Check is how I carry out the position assessment. It examines the whole company in one pass and shows where the levels work against each other.

360° Company Health Check: analysis, focus, scaling
Diagnostics across eight levels Support without a leadership mandate
  • One pass through the whole company instead of separate audits per function
  • Clear limits and a defined end
  • Results presentation with findings and prioritised levers, in front of your leadership team if you wish

How a Health Check runs

Check, don’t just trust: method, structure and way of working are open before you invest. The walkthrough shows one run at a model company, stage by stage. I show you the complete sample analysis in a conversation, on screen and not as a file.

How a run works: six stages, one model companyModel company · altered figures1 / 6
Stage 1 · Starting point

A company at a turning point

The walkthrough follows a model company with altered figures. Structure and depth match a real run.

It starts not with a hypothesis but with a question from the owner: where do we really stand?

SectorB2B software
Structureowner-led
Size employees
Turning pointScaling
The owner’s questionWhy is revenue growing but profit isn’t?
Stage 2 · The pass

Eight levels, eight criteria each, in one pass

The whole company is assessed, not a single function. Each cell stands for one criterion, and every assessment is tied to evidence.

Which criteria these are and how they are weighted is the instrument itself. I show that in a conversation.

VisionStrategyPlanningOfferMarketingSalesDeliveryFinance
Criteria and weighting in conversation
Stage 3 · Findings

Every assessment has evidence, and sometimes it contradicts

A statement from an interview is held against a document. If the two don’t match, the contradiction is shown, not smoothed over.

Statement · Head of sales“The pipeline is well filled, we are on plan.”
Document · ControllingWin rate in the core segment below last year, cycle time longer.
Contradiction shown Evidence: forecast against actuals
Stage 4 · Transitions

The most expensive finding lies between the levels

Each level makes sense on its own. Things get lost in the handover from one level to the next.

These are exactly the seams the analysis makes visible.

Strategy
Sales
Delivery
Finance
Two of three seams with high friction
Derivation in the results report
Stage 5 · Prioritisation

The findings become a few levers, in order

Not a list of forty measures, but a sequence: what comes first, why, and what it costs not to do it.

1Re-cut the target account list Impact high · effort medium
2Pricing logic per segment Impact high · effort low
3Impact medium · effort high
Reasoning and calculation in the results report
Stage 6 · Result

What you hold at the end

The first step has clear limits and a defined end. Then you decide, with me or without me.

I am happy to show you the complete sample analysis in a conversation, on screen.

See the example in a conversation

Results reportFindings per level, contradictions with evidence, seams
Results presentationTo you or your leadership team
Prioritised leversSequence with reasoning
Defined endNo follow-on engagement built in

It is about the method, not this company’s data. A model company with altered figures; I show the blacked-out parts in a conversation.

What lies behind it

The finding you can’t see from the inside

In owner-led companies, the owner’s profile, strengths and weaknesses alike, imprints itself on the organisation as it grows. That is why the most expensive friction rarely sits inside one function. It sits in the transitions, where one level hands over to the next.

The transitions, illustratedShow less
Relay handoverFive lanes run through four levels. At the transitions they stop and only start again later. The gap lies in the direction of travel, not in height.Each level makes sense on its own. What it passes on doesn’t arrive.Inside each level things run smoothly. It gets lost at the transitions.StrategySalesDeliveryFinanceTRANSITIONTRANSITIONTRANSITIONWhat usually gets measured is the inside of each level. The finding comes from the transitions. Detail: four of eight levels.
How I measure, with an exampleShow less

I don’t measure how mature a single function is. I measure where the levels work against each other. Eight levels with eight criteria each, every assessment tied to evidence: statement against statement, statement against document, maturity against actual effect. Contradictions are shown, not smoothed over.

From one engagement: three shareholders, three irreconcilable views of the same company. Only a shared simulation model, used as a common language, made it possible to agree the goal. After that, the sale could be shaped.

“Compared with three months of consulting, a lot of money and many hours that achieve nothing in the end: this costs relatively little, it’s quick, and you know straight away whether anything will come of it. Exactly what business owners want.” (translated from German)

Andreas Karge, former managing director of a Hamburg software company
First impression of the method, recorded after a presentation in August 2026. Not an assessment of a completed engagement.

The first step has a fixed end.

It starts with a structured diagnostic conversation. It ends with a results presentation of the findings and prioritised levers, in front of your leadership team if you wish. Then you decide.

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