Diagnosis: understanding the crisis.

WHY THE DIAGNOSIS?
Always, and every year, is investigating the natural value of the company. This evaluation, under our law, is held under the aspect merely carrying through the balance sheet, which is a specific method of evaluation, with different objectives. However, it is not possible, through bookkeeping accounting, correct and thoroughly investigate the potential or the difficulties of a company. All the investigation - accounting, financial, technical and commercial - are very specific and provide no means to indicate the overall value of the company and synthetic or losses through lost business or lost profits. Its purpose is to respond to specific questions, and not to questions about the general policy of conce
to the manager. The decision to perform a diagnosis always follows the existence of urgent problems, sometimes in a tangle of problems. Simple curiosity is not reason enough to justify the decision to analyze a business, or micro enterprise, a small family business or a large corporation. It is necessary that the problems and needs of the company or to make choices to guide their development are perceived with sufficient accuracy. It is essential that it is a clear need for a clear, deep and dynamic business and its implications. The company plunged into difficulties will normally be one of the priority objectives of a diagnosis. However, the usefulness of such analysis is not specific to companies in crisis.

The diagnosis is a real check-up, indicating a global shortage, which lets you analyze and evaluate the instabilities imbalances. Thus, it is an irreplaceable tool for bringing in relief all disharmony between the structures of the enterprise or between business and socio-economic reality in which its action unfolds. The diagnosis is an indispensable tool of management, technical management of a first order, even if the company submits satisfactory results. In this case, the decisions may be more important and fundamental, because they might change the balance of a body are. In short, when everything goes wrong, doing nothing is always worse than make a mistake, because the inaction in itself is a big mistake. The diagnosis is the only instrument that provides an overview and dynamics of the business and setting out a roadmap of the process of decision. Not merely a technical assessment, to answer questions of experts, such as balance, the reports of stock, the cash position and other reports. This is a procedure that enables the entrepreneur to obtain a clear, simple and accurate of all of your business. Not adopted here ready solutions, packaged or miracle. To reach the point guidelines, the diagnosis provides a direct, thorough and effective, appropriate to the objective to be achieved.

ANSWERS TO YOUR QUESTIONS
A leader does not agree to hire a diagnosis without having reasons defined, clear and plausible. These reasons are questions, always the same, we do almost every day and that need urgent answers: What could have made the company? What can do the company? What does do the company? What should do the company? I really want to act? Interventions to modify certain activities will be profitable in the short term? The climate of the company admit that intervention? These questions arise each time that results are established, a collection of data (accounting, financial, technical) chance findings and resurfaces every time a serious incident threatens the future of business, such as very rapid obsolescence of a product or even the lack of motivation among employees. You will need a review and evaluation of the plant, as well as the desire to put the business in its rightful place within the market where moves. The entrepreneur is not only involved in a process of transformation of living conditions of a business, especially in the case of a micro or small business. Many human problems can promote or, conversely, prevent an action in depth within the company. On one side may be employees who are motivated to seek a path to recovery; of another may be those who fear losing status or benefits. The will to act and to transform is one of the main factors of development or balance of a society.

What most who want to work, starting with the manager, is seeking society. Before the start of diagnosis, the questions cover all the problems, the end of the evaluation, they rely on corrective actions, immediate decisions. It is not worth starting this study is the first response to the questio
"What should the company do?" not be "act quickly and effectively, taking into account the results of the diagnosis”. Meanwhile, the director or the executive should be directly informed and accept questioned and be flexible in order to face the diagnosis. Sometimes we need to do a review of their performance in front of the business. After all, nobody is infallible. We must not only desire to conduct the study, but also accept the conclusions, to continue the task, putting into practice the corrective measures that are raised. A diagnosis to be carried out successfully, requires a number of qualities of which the first is always the courage: the courage to get the resources to make the diagnosis, to draw conclusions, to present them to promote a reorganization of the sometimes complex company, and humility to assume a posture of self. Profit and safety are issues that need to find satisfactory answers.

CONFIDENCE IS THE KEY
The taking of one or more decisions and their transformation into orders suggest the location and the formulation of one or more problems and the search for meaningful information conce
ing the company. This is the role of diagnosis. This program requires to be properly conducted, a close collaboration of all sectors of business. If the end of the diagnosis is verified, in agreement with the direction, that some problems have a character of seriousness and urgency, requiring rapid intervention, will be studied and proposed the solutions to adopt. The entire work of analysis should be developed in an atmosphere of complete confidence - mutual and permanent. Only in such an environment the entrepreneur may take in all stages of diagnosis, the decisions that become necessary. The objective to achieve is to build an inventory of strengths and weaknesses of the company in all its aspects. The strengths will be explored to the maximum, the weaknesses will be examined thoroughly. After the diagnosis, the manager must take an immediate decision: either he is well pleased by it and decides not to go forward, or rather, the head of the firm resolve to continue its action, because it is intimate and firmly convinced that is necessary to correct certain errors. He proposes, then, a few goals. But is not the case to an impulsive response. The decision to pursue the action must be carefully weighed. The diagnosis then have fulfilled its purpose: to identify problems, determine their causes, assess the staff and their qualifications and help you to find appropriate solutions. With the completion of diagnosis, the company solve their problems, save and prosper more than the cost of services performed.

TAKE THE TIME THAT HAD LEFT.
If you want something from it, not waste time. Hire the achievement of a diagnosis to help overcome the turmoil, before it is too late.