Organization Analysis

Input: $ARGUMENTS

Step 1: Identify the Organization and Goal

ORGANIZATION: [Name or description]
TYPE: [Company / nonprofit / government / community / other]
SIZE: [Approximate headcount or scale]
ANALYSIS GOAL: [What we're evaluating about this org]

Step 2: Map Structure

How is the organization arranged?

STRUCTURE TYPE: [Hierarchical / flat / matrix / networked / hybrid]

KEY UNITS:
- [Unit 1] — purpose: [what it does], authority: [what it controls]
- [Unit 2] — purpose: [what it does], authority: [what it controls]

DECISION-MAKING:
- Strategic decisions made by: [who]
- Operational decisions made by: [who]
- Speed of decisions: [fast / moderate / slow]

Step 3: Assess Incentives and Culture

What does the organization reward, and what does it actually do?

STATED VALUES: [What the org says it cares about]
REVEALED VALUES: [What behavior is actually rewarded]
MISALIGNMENTS: [Where stated and revealed values diverge]

INCENTIVE STRUCTURE:
- People are rewarded for: [behavior]
- People are punished for: [behavior]
- Unintended consequence: [what the incentives produce that wasn't intended]

Step 4: Evaluate Resources and Processes

KEY RESOURCES:
- [Resource 1: funding, talent, technology, brand, data]
- [Resource 2]

KEY PROCESSES:
- [Process 1] — works well / poorly because [reason]
- [Process 2] — works well / poorly because [reason]

RESOURCE CONSTRAINTS:
- [What the org lacks or underinvests in]

Step 5: Organizational Capability Assessment

THE ORG CAN:
- [Capability 1] — strength level: [strong / moderate / weak]
- [Capability 2] — strength level: [strong / moderate / weak]

THE ORG CANNOT:
- [Limitation 1] — because [structural reason]
- [Limitation 2] — because [structural reason]

STRUCTURE HELPS THE GOAL BY: [how]
STRUCTURE HINDERS THE GOAL BY: [how]

Step 6: Recommendations

LEVERAGE ORG STRENGTHS:
1. [Use existing capability X to do Y]
2. [Align with incentive Z to get adoption]

WORK AROUND ORG LIMITATIONS:
1. [Limitation] -> workaround: [approach]
2. [Limitation] -> workaround: [approach]

STRUCTURAL CHANGES (if warranted):
1. [Change] — unlocks [what], cost: [disruption level]

Integration

Use with:

• /tmsk -> Drill into specific team dynamics
• /indv -> Analyze from a key individual’s perspective
• /plsk -> Evaluate the org’s strategic plan
• /comc -> Design org-wide communication