SEFHA OHC™ · Organizational Health Check
Right diagnosis,healthy tomorrow.
SEFHA OHC™ examines how a company is managed across eight dimensions, and finds the mechanisms beneath the symptoms and the root cause that feeds them all.
What it delivers is not a survey result or a score table, but a distilled diagnosis and a prioritized roadmap the board can decide on.
Five letters in the name
- SSee the system
We see the system, not just the parts.
- EExamine the evidence
We test the narrative against evidence.
- FFind the gaps
We compare what is said with what is lived.
- HHarmonize the whole
We bring the findings into one diagnosis.
- AAccelerate the change
We start change through the critical levers.
01 · When it is needed
Usually at a turning point.
Or after a remark you have heard once too often.
Critical moments
Before growth or a major investment
To see, before you decide, whether the company truly has the capacity to take that step.
At a generational handover or the move to professional management
So that what is handed over is a working system, not just a seat.
When a new general manager arrives
To build one shared picture of where the company stands in the first months.
At a partnership, merger or investor entry
To get an independent view of how the company is run before you sit down at the table.
Before a transformation programme
So that change starts in the right place and with the right priorities.
When results fall short
When the cause is unclear, to ask the right question before reaching for a solution.
Sound familiar?
- We have the same discussion in every meeting.
- The reports get written, but nobody discusses them.
- When that one person is away, everything stops.
- Everyone tells a different story about this company.
The symptoms look alike; the causes differ in every company. SEFHA finds the cause in yours.
Said02 · What it measures
Eight dimensions, with leadership at the centre.
Each dimension is read in relation to the others. Every core question comes with a defined maturity scale and a red-flag marker. Cross-check questions put the same topic to another executive, so it becomes visible where the accounts converge and where they diverge.
| Dimension | What it looks at | Sample question |
|---|---|---|
| LeadershipCentre | Governance, decision rights, management rhythm, delegation | “How many indicators (KPIs) are in the monthly management pack, and how many are actually discussed in the meeting?” |
| Strategy | Strategic robustness; how goals translate into indicators (KPIs) and resources | “Where will growth come from over the next three years, and what share of today's revenue does it represent?” |
| Organization | Culture, roles, capabilities, succession and people capacity | “If a critical manager left tomorrow, how would continuity be ensured?” |
| Processes | End-to-end flows, ownership, bottlenecks, measurement | “Who owns the order-to-cash flow, and how far does their authority reach?” |
| Finance | Profitability visibility, cash, cost structure, budget discipline | “How long would it take you to show profit contribution by customer?” |
| Supply chain | Planning, purchasing, inventory, supplier and logistics resilience | “Which decision can the meeting of sales, production, purchasing and finance not end without?” |
| Digital | Data, system coverage, integration, cyber resilience | “If your system vendor stopped supporting you, how would the business keep running?” |
| Future | Trends, regulation, scenarios, long-term value | “Which regulation coming into force in the next two years will affect you?” |
03 · How it works
Every stage has a clear output.
Scope and timeline are agreed together, according to the company's structure.
- 01
Scope and preparation
The management levels to be interviewed and the scope are agreed; the document request is shared in advance.
OutputInterview plan
- 02
Interviews and fieldwork
Structured interviews with the board, the general manager and department heads, alongside field observation and document review.
OutputInterview and field findings
- 03
Assessment and cross-checking
Each question is assessed against its maturity scale; key topics are tested against other executives' observations, documents and data.
OutputVerified findings
- 04
Analysis and diagnosis
Links between dimensions, recurring patterns and the chain of root causes are drawn out; the SEFHA OHC™ Scorecard and Health Map take shape.
OutputDiagnosis
- 05
Report and closing session
The Organizational Health Report is delivered; findings and priorities are reviewed together with management.
OutputDecisions and roadmap
The diagnosis is complete once the report is delivered.
Afterwards: Management Rhythm04 · What the evidence rests on
We don't rely on a single narrative.
Important topics are assessed not on one person's account, but through different sources and different perspectives together.
Sources
- Structured executive interviews
- Policies, reports, budgets, meeting records
- System data and screen reviews
- Observation of processes in the field
Different perspectives
- The same topic is discussed separately with different executives
- Board, general manager and department levels are read together
- What is said is compared with what works in the field
The basis of each assessment
- What each assessment rests on is recorded
- Areas where information is limited are stated openly
- Points where narratives diverge are addressed separately in the report
05 · How to read the SEFHA OHC™ Scorecard
The score is not an exam grade; it is a language for where you stand.
Each dimension is scored on a 1–5 scale and expressed as a verbal level.
- 1.0 – 1.4
Initial
No defined approach; practice depends on individuals.
- 1.5 – 2.4
Developing
Awareness exists; practice is scattered and inconsistent.
- 2.5 – 3.4
Defined
The approach is defined; practice and measurement are limited.
- 3.5 – 4.4
Embedded
The system works, is measured and drives decisions.
- 4.5 – 5.0
Leading
Continuously improving practice that others look to.
- A red flag pulls the score to the bottom.
Critical risks lower the score and are reported on their own list; they don't get lost in an average.
- Scope is stated openly.
Areas that could not be covered sufficiently are not filled in by guesswork; they are noted in the report.
- Contradictions stay visible.
Where narratives and reality diverge, it affects the score and is addressed in the report.
- Routine is not a strength.
Legal and routine work running properly is not presented as a strategic strength.
06 · What is delivered
More than a report: a complete set for decision, ready for implementation.
At its centre is a diagnosis with a clear verdict, on which the board will decide.
Organizational Health Report · contents
Assessment
The Letter to the Board and the SEFHA OHC™ Scorecard: the company today on a single page, with the maturity of the eight dimensions and the red flags.
Understanding
Telling the company its own story: the dynamics of its success, how it developed and the outlook ahead.
Diagnosis
The heart of the report: the behaviour patterns that define the company, the one big cause, the Health Map and what must be strategically protected.
Future
Action windows: the issues where options narrow the longer you wait. Then two paths: if nothing changes, and if the right steps are taken.
Action
Decisions and choices, a transformation roadmap in waves and the indicators (KPIs) that measure success.
Alongside the report
Letter to the Shareholders
Ownership and governance matters, in a separate, confidential letter addressed to the shareholders alone.
Closing-session presentations
Two presentations: one for the board, one for the management team.
Financial Structure Analysis
Cash cycle, profitability and financing structure; what the numbers say for management decisions.
Workforce Structure Analysis
Staffing structure, succession cover and people capacity, set against the company's goals.
Action Handbook and tracking
A card for every action with its owner, timeline, first step and measure; tracking files that follow progress.
Sector Note
Where the sector is heading, capacity and price dynamics, regulation; the external frame of the diagnosis.
The scope of the set is agreed together, according to the company's structure and needs.
AFTER SEFHA · Management Rhythm
And if you wish: implementation
Bringing the report to the table every month.
The diagnosis is complete once the report is delivered. If you choose to walk the transformation with us, our first step is to set up a management rhythm in which the report's decisions are tracked at the same table every month. We call this work Management Rhythm.
Meeting rhythm
The table for decisions. The same calendar every month, the right people, meetings that end in decisions.
Forecast chain
The numbers on the table. How the month will close is visible before the month ends, and how the year will close before the year ends.
The first meeting carries no obligation.
07 · Why it is different
It fills the gap between a survey and an audit.
| Employee survey | Audit | SEFHA OHC™ | |
|---|---|---|---|
| Focus | Perception and satisfaction | Compliance with rules | The management system as a whole |
| Source | Single source: the survey | Documents and records | Interviews, documents, fieldwork and cross-checking |
| Links | Topics taken one by one | Area by area | Cause and effect across eight dimensions |
| Output | Score table | List of non-conformities | Diagnosis, root causes, priorities, roadmap |
| Afterwards | Usually nothing | Corrective action | Management Rhythm, if you wish |
Confidentiality
Your company's information belongs to your company.
We talk about patterns, not individuals.
- The work runs under a project code name; the company's name does not appear in working documents.
- Interview content is seen only by the project team.
- The report discusses patterns, not people; interviewees are not quoted.
- Data is processed and stored in line with Turkish data protection law (KVKK).
Frequently asked
- Is this an audit?
- No. The aim is not to find faults, but to make the management system visible as a whole and to set improvement priorities.
- Who is interviewed?
- The board, the general manager and the departments in scope. Scope is agreed together, according to the company's structure.
- How much of our people's time will it take?
- Each participant takes part in a single interview of no more than 150 minutes; opening and closing meetings last no more than 120 minutes each. Document requests are shared in advance, and the timeline is set so that day-to-day work is not disrupted.
- Who are the results presented to?
- The report is presented to the board and the general manager; how widely it is shared is decided together with you.
- Can it be repeated?
- Yes. A second assessment within the same framework shows whether change has really taken place.
- What happens afterwards?
- You can implement the roadmap with your own team. If you wish, we set up the Management Rhythm together; the aim is a system that keeps working after we leave.
We can't change tomorrow without seeing today clearly.
Let's meet to discuss how SEFHA OHC™ would be tailored to your company.
- First meeting
- We talk about your company's structure and priorities and draw up the scope of the assessment together. The meeting carries no obligation.
Your email app opens with the subject filled in. Directly: info@hcbc.com.tr