Take the Diagnostic - IN4ormed outcomes

OPERATIONAL RISK DIAGNOSTIC

Find your operational starting point.

Our Operational Risk Diagnostic helps identify gaps in processes, accountability, governance, and operational controls-providing practical insight into where your organisation should begin.

WHY TAKE THE DIAGNOSTIC?

Gain clarity. Reduce risk. Improve performance.

IDENTIFY HIDDEN RISKS

Discover operational weaknesses before they become business problems.

GAIN PRACTICAL INSIGHT

Receive guidance based on your organisation's current operational maturity.

KNOW YOUR NEXT STEP

Understand which of our service pillars is the best fit for your needs.

Answer Questions

Complete a short assesment about your operations.

We Analyse

We evaluate your responses to identify gaps and risks.

Receive Your Results

Get your personalised summary with insights and recommendations.

Let’s Chat

Discuss your results with one of our operational specialists.

Operational Risk Diagnostic

Seven questions to identify where your greatest structural exposure lies, including RACI, JD/DOA alignment, and exception reporting gaps. Drawing on over half a century of point of failure experience.

Page 1 of 7

How would you describe the current state of your core operational processes?

Think about the processes most critical to how your organisation delivers, including whether RACI accountability and DOA alignment have been confirmed at each step.

Clearly documented, RACI-assigned and DOA-confirmed. Processes are written up, owned, and each step has a single accountable person whose authority is confirmed. Documented but accountability not always current or confirmed. Documentation exists but RACI may have drifted and JD/DOA alignment has not been reviewed. Mostly informal — carried in people's heads. Processes are not written down. Accountability is assumed rather than designed or confirmed. We're building or have recently built our operations. New venture or recently expanded — processes are being established from scratch.

Page 2 of 7

How well do you understand where your greatest operational risks actually sit?

Not theoretical risks — the specific vulnerabilities in your processes, controls, and accountability right now.

Very well — risks are named, assessed and monitored. We have a current risk register and actively manage what's in it. Reasonably well — but not reviewed recently. We have a view of risks but it's not current. Things may have changed. Partially — we know some risks but not the full picture. Awareness exists in pockets but there is no structured, complete view. Not well — we'd be guessing. Risks have not been formally identified or assessed in any structured way.

Page 3 of 7

Does the person accountable for each critical process step have the formal authority to act — as confirmed in their job description or Delegation of Authority?

Accountability in the process map is only complete when confirmed at the individual level. Promotion, role change, or scope creep can create gaps between what the process requires and what the person is authorised to do.

Yes — RACI is aligned to current JDs and DOAs. Process accountability is confirmed at the individual level and kept current. RACI exists but JD/DOA alignment has not been reviewed. The process map assigns accountability but we have not confirmed it against individual authority. People's roles have changed — alignment may have drifted. Promotions, restructures, or scope creep mean the process accountability may not match current JDs or DOAs. Neither RACI nor JD/DOA alignment is in place. Accountability has not been formally mapped or confirmed at any level.

Page 4 of 7

Does your organisation have a structured way to identify exceptions and receive early warning before a process failure occurs?

Pre-emption is always less costly than reaction. Exception frameworks and red flag systems built on clearly defined processes catch deviation before it becomes breakdown.

Yes — we have defined exception criteria and red flag triggers. Our systems flag exceptions at the process step level and escalate before breakdown occurs. Partially — some monitoring exists but not systematically. We catch some things early but it is inconsistent. There is no structured exception framework. We tend to find out when something has already gone wrong. Our reporting is reactive rather than pre-emptive. No — we do not have this capability yet. Exception reporting and early warning frameworks have not been established.

Page 5 of 7

When did you last verify that your key controls actually work as intended?

A control that exists on paper but has never been verified under real conditions is not a control.

Recently — controls are regularly tested and documented. We verify controls periodically and have evidence of their effectiveness. Some time ago — it has been a while since a formal review. Controls were established and tested at some point, but not recently revisited. We assume they work — but have not formally tested them. Controls are in place but their effectiveness is assumed rather than verified. We do not have clearly defined controls yet. Controls have not been formally established or documented.

Page 6 of 7

Has your organisation experienced an operational breakdown, failure, or significant near-miss in the past two years?

An unanalysed incident is a risk that is still present. Where root cause analysis was not completed, the accountability question may still be unanswered.

Yes — and we conducted a thorough root cause analysis. We analysed what happened, identified the accountable step and validated the fixes. Yes — addressed it, but not in a structured way. We fixed the immediate issue but did not fully analyse the underlying causes. Yes — and we are still dealing with the fallout. Something went wrong and we have not fully resolved or understood it yet. No significant incidents in recent memory. We have been operating without major disruption. The question is whether that will hold.

Page 7 of 7

What feels most urgent to you right now?

This helps us recommend the most useful place to start rather than the most comprehensive one.

Getting our processes, RACI and DOA properly aligned. We need structured processes with accountability confirmed at every level — process, RACI and individual authority. Building the ability to pre-empt failure before it happens. We want exception reporting and red flag frameworks so we catch problems early. Understanding what went wrong and fixing it properly. Something has gone wrong and we need structured analysis with clear accountability. Building the right foundations from the start. New or growing operation — we want processes, RACI, DOA alignment and exception frameworks right from day one.

Operational Maturity Overview

Discover operational weaknesses before they become business problems.

Areas of Operational Risk

Identify gaps and risks impacting performance and reliability.

Recommended Service Pillar

Discover which pillar best fits your needs – Build it right | Keep it Sound | Fix it Properly.

Suggested Next Steps

Practical recommendations strengthen your operations immediately.

CONTACT US

Whether you're building new operational capabilities, validating existing processes, or addressing operational challenges, we're here to help.

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