Agent skill

org-health-diagnostic

Cross-functional organizational health check combining signals from all C-suite roles. Scores 8 dimensions on a traffic-light scale with drill-down recommendations and cascade analysis. Use when assessing overall company health, preparing for board reviews, identifying at-risk functions, diagnosing cross-functional problems, or when user mentions org health, health check, health dashboard, company health, functional health, or health assessment.

View SKILL.md on GitHub Repository
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Install this agent skill to your Project

npx add-skill https://github.com/borghei/Claude-Skills/tree/main/c-level-advisor/org-health-diagnostic

Metadata

Additional technical details for this skill

author
borghei
domain
organizational-health
updated
1773014400
version
2.0.0
category
c-level
triggers 
[
    "org health",
    "organizational health",
    "health diagnostic",
    "health dashboard",
    "health check",
    "company health",
    "functional health",
    "team health",
    "startup health",
    "health scorecard",
    "health assessment",
    "risk dashboard",
    "overall health",
    "company assessment"
]
frameworks 
[
    "health-benchmarks",
    "8-dimension-model",
    "cascade-analysis",
    "stage-adjusted-scoring",
    "graceful-degradation"
]

SKILL.md

Org Health Diagnostic

Eight dimensions. Traffic lights. Real benchmarks. Surfaces the problems you do not know you have and shows how problems in one dimension cascade to others.

Keywords

org health, organizational health, health diagnostic, health dashboard, health check, company health, functional health, team health, startup health, health scorecard, health assessment, risk dashboard, cross-functional health, dimension cascade, stage benchmarks

The 8 Dimensions

Dimension Overview

# Dimension C-Suite Owner Core Question
1 Financial Health CFO Can we fund operations and invest in growth?
2 Revenue Health CRO Are customers staying, growing, and recommending us?
3 Product Health CPO Do customers love and use the product?
4 Engineering Health CTO Can we ship reliably and sustain velocity?
5 People Health CHRO Is the team stable, engaged, and growing?
6 Operational Health COO Are we executing our strategy with discipline?
7 Security Health CISO Are we protecting customers and maintaining compliance?
8 Market Health CMO Are we winning in the market and growing efficiently?

Dimension 1: Financial Health (CFO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
Runway (months) > 18 9-18 < 9
Burn multiple < 1.5x 1.5-2.5x > 2.5x
Gross margin > 70% 55-70% < 55%
Revenue concentration (top customer) < 10% 10-20% > 20%
MoM growth rate Above benchmark At benchmark Below benchmark

Dimension 2: Revenue Health (CRO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
NRR > 110% 100-110% < 100%
Logo churn (annual) < 5% 5-10% > 10%
Pipeline coverage (next Q) > 3x 2-3x < 2x
CAC payback < 12 months 12-18 months > 18 months
Win rate > 25% 15-25% < 15%

Dimension 3: Product Health (CPO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
NPS > 40 20-40 < 20
DAU/MAU ratio > 40% 20-40% < 20%
Core feature adoption > 60% 30-60% < 30%
Time to value Decreasing QoQ Stable Increasing QoQ
CSAT > 4.2/5 3.5-4.2 < 3.5

Dimension 4: Engineering Health (CTO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
Deploy frequency Daily Weekly Monthly or less
Change failure rate < 5% 5-15% > 15%
MTTR < 1 hour 1-4 hours > 4 hours
Tech debt ratio (% of sprint) < 20% 20-35% > 35%
P0/P1 incidents per month < 2 2-5 > 5

Dimension 5: People Health (CHRO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
Regrettable attrition (annual) < 10% 10-20% > 20%
eNPS > 30 0-30 < 0
Time to fill (avg days) < 45 45-90 > 90
Manager:IC ratio 1:5-1:8 1:3-1:5 or 1:8-1:12 Outside range
Internal promotion rate > 30% 15-30% < 15%

Dimension 6: Operational Health (COO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
OKR completion rate > 70% 50-70% < 50%
Decision cycle time < 48 hours 48hrs-1 week > 1 week
Meeting effectiveness Clear outcomes Mixed No outcomes
Cross-functional initiative completion > 80% on time 50-80% < 50%
Process documentation coverage > 70% 40-70% < 40%

Dimension 7: Security Health (CISO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
Security incidents (90 days) 0 1-2 minor 1+ major
Compliance status All current In progress Overdue/lapsed
Critical vuln remediation SLA 100% in SLA > 90% < 90%
Security training completion > 95% 80-95% < 80%
Pen test recency < 12 months 12-24 months > 24 months

Dimension 8: Market Health (CMO)

Metric Green (7-10) Yellow (4-6) Red (1-3)
CAC trend Improving QoQ Stable Worsening QoQ
Organic vs paid lead mix > 50% organic 30-50% organic < 30% organic
Win rate vs competitors Improving Stable Declining
Brand awareness (in ICP) > 40% 20-40% < 20%
Pipeline contribution (marketing) > 40% 20-40% < 20%

Scoring System

Individual Dimension Score

Each dimension scores 1-10 based on weighted metrics:

Dimension Score = Sum(metric_score x metric_weight) / Sum(weights)

Traffic Light:
  Green (7-10):  Healthy -- maintain and optimize
  Yellow (4-6):  Watch -- trend matters (improving or declining?)
  Red (1-3):     Action required -- address within 30 days

Overall Health Score

Weighted average by company stage:

Dimension Seed Weight Series A Series B Series C+
Financial 20% 15% 15% 15%
Revenue 10% 20% 20% 20%
Product 25% 20% 15% 10%
Engineering 15% 15% 15% 10%
People 10% 10% 15% 15%
Operations 5% 10% 10% 15%
Security 5% 5% 5% 10%
Market 10% 5% 5% 5%

Stage-Adjusted Benchmarks

Different stages have different healthy ranges. A Seed company with 6-month runway is normal; a Series C company with 6-month runway is a crisis.

Stage Runway Target Burn Multiple Team Size Revenue Threshold
Seed > 12 months Not applicable 2-10 Pre-revenue acceptable
Series A > 18 months < 3x 10-40 > $500K ARR
Series B > 18 months < 2x 30-100 > $3M ARR
Series C+ > 24 months < 1.5x 80-300 > $15M ARR

Cascade Analysis

How Dimension Failures Propagate

This is the most important part of the diagnostic. Problems in one dimension inevitably create problems in others.

If This Is Red... Watch These Next... Why
Financial People -> Engineering -> Product Budget cuts -> hiring freeze -> velocity drops -> product stalls
Revenue Financial -> People -> Market Cash gap -> attrition risk -> positioning weakens
Product Revenue -> Market -> People NRR drops -> CAC rises -> top talent leaves
Engineering Product -> Revenue Features slip -> deals stall on missing features
People Engineering -> Product -> Revenue Velocity drops -> quality drops -> churn rises
Operations ALL dimensions degrade over time Execution failure cascades everywhere
Security Revenue (enterprise) -> Financial Enterprise deals blocked -> revenue impact
Market Revenue -> Financial Lead pipeline dries up -> sales suffers

Cascade Risk Decision Tree

START: Dimension scores calculated
  |
  v
[Any dimension RED?]
  |
  +-- NO  --> [Any dimension YELLOW with declining trend?]
  |            |
  |            +-- YES --> Monitor cascade. Check connected dimensions.
  |            +-- NO  --> Healthy. Maintain current approach.
  |
  +-- YES --> [Check cascade connections]
              |
              v
            [Are connected dimensions also Yellow/Red?]
              |
              +-- YES --> SYSTEMIC ISSUE. Root cause in the Red dimension.
              |           Address Red dimension first. Connected will improve.
              |
              +-- NO  --> ISOLATED ISSUE. Fix Red dimension before it cascades.
                          Timeline: 30 days or cascade begins.

Dashboard Output Format

ORG HEALTH DIAGNOSTIC -- [Company] -- [Date]
Stage: [Seed/A/B/C]   Overall: [Score]/10   Trend: [Improving/Stable/Declining]

DIMENSION SCORES
------------------------------------------------------------
  Financial     [G] 8.2  Runway 14mo, burn 1.6x
  Revenue       [Y] 5.8  NRR 104%, pipeline thin (1.8x)
  Product       [G] 7.4  NPS 42, DAU/MAU 38%
  Engineering   [Y] 5.2  Debt at 30%, MTTR 3.2h
  People        [R] 3.8  Attrition 24%, eNPS -5
  Operations    [Y] 6.0  OKR 65% completion
  Security      [G] 7.8  SOC 2 complete, 0 incidents
  Market        [Y] 5.5  CAC rising, win rate 22%
------------------------------------------------------------

TOP PRIORITIES (address in order)
[R] 1. People: attrition at 24%
       Impact: Engineering velocity drops in 60 days (cascade risk)
       Action: Retention audit + intervention for top 5 at-risk
       Owner: CHRO + CEO | Timeline: This week

[Y] 2. Revenue: pipeline at 1.8x
       Impact: Q+1 miss risk is high
       Action: Add 3 qualified opps in 30 days or adjust forecast
       Owner: CRO | Timeline: 30 days

[Y] 3. Engineering: tech debt at 30%
       Impact: Shipping velocity slows by Q3
       Action: Dedicated debt sprint plan
       Owner: CTO | Timeline: 45 days

CASCADE WARNING
  People [R] --> Engineering [Y] cascade risk
  If attrition continues: engineering velocity drops -> product delays
  -> revenue impact in 2 quarters

DATA GAPS
  [!] Market: Brand awareness data needed
  [!] Operations: Meeting effectiveness not measured

Graceful Degradation

Not all data is always available. The diagnostic handles partial data:

Data Availability Approach
All metrics available Full scoring, all dimensions
Missing 1-2 metrics per dimension Score available metrics, flag gaps
Missing entire dimension Exclude from overall score, flag as "[data needed]"
Only 3-4 dimensions have data Partial diagnostic, clearly marked

Diagnostic Cadence

Frequency Scope Audience
Weekly Scorecard metrics only (2-3 per dimension) Leadership team
Monthly Full 8-dimension assessment CEO + direct reports
Quarterly Deep diagnostic with cascade analysis + benchmarks Board-ready report
Annual Full diagnostic + year-over-year comparison + strategy implications Board + investors

Red Flags

  • Any dimension Red for 2+ consecutive months -- systemic problem, not a blip
  • 3+ dimensions Yellow simultaneously -- organizational strain, prioritize ruthlessly
  • Overall score declining 3+ months -- strategic review needed
  • Cascade warning triggered and not addressed in 30 days -- will get worse
  • Data gaps persist for 2+ cycles -- measurement culture problem
  • Score improving but team sentiment declining -- measurement gaming
  • No dimension ever Red -- either the company is exceptional or standards are too low

Integration with C-Suite

Dimension Owner Skill Drill-Down
Financial CFO Advisor (cfo-advisor) Deep financial analysis
Revenue CRO Advisor (cro-advisor) Pipeline and retention analysis
Product CPO Advisor (cpo-advisor) PMF assessment and portfolio review
Engineering CTO Advisor (cto-advisor) Technical health and debt analysis
People CHRO Advisor (chro-advisor) Retention, engagement, org design
Operations COO Advisor (coo-advisor) Process maturity, execution cadence
Security CISO Advisor (ciso-advisor) Risk register, compliance status
Market CMO Advisor (cmo-advisor) Positioning, channel effectiveness

Output Artifacts

Request Deliverable
"How healthy is the company?" Full 8-dimension dashboard with traffic lights
"What should we fix first?" Prioritized action list with cascade analysis
"Prepare health section for board" Board-ready health summary with trends
"Compare to last quarter" Quarter-over-quarter comparison with trend arrows
"Where are we at risk?" Cascade risk map with interconnected failures
"What data do we need?" Data gap analysis with collection recommendations

Troubleshooting

Problem Likely Cause Resolution
Scores consistently show all green but team sentiment is negative Metrics being gamed or standards set too low; measurement doesn't capture reality Cross-reference quantitative scores with qualitative signals (exit interviews, Glassdoor, skip-level conversations); raise benchmarks to industry-standard levels
Cascade analysis shows systemic issue but leadership disagrees Red dimension owners resistant to acknowledging problems Present cascade evidence with data: "People Red for 2 months → Engineering Yellow → Product delays in pipeline"; use McKinsey OHI principle of benchmarking against external data
Data gaps persist across multiple diagnostic cycles No measurement infrastructure; teams don't prioritize data collection Assign data collection to specific owners with deadlines; start with proxy metrics where direct measurement is unavailable
Diagnostic takes too long to produce (> 2 weeks) Trying to measure everything perfectly instead of using available data Apply graceful degradation: score what you have, flag gaps, iterate; a partial diagnostic now beats a perfect one in 6 weeks
Different stakeholders interpret traffic light scores differently No shared understanding of what Green/Yellow/Red means operationally Document specific thresholds for each metric in each dimension; share calibration examples ("Red runway = less than 9 months at current burn")
Quarterly diagnostic shows no change despite interventions Wrong interventions, or interventions not given enough time, or measuring lagging indicators Verify interventions target root cause not symptoms; check leading indicators alongside lagging ones; allow 2 quarters for structural changes to show in scores
Board wants a single number but diagnostic is multi-dimensional Board unfamiliar with the 8-dimension model Provide the weighted overall score (1-10) as headline with stage-adjusted weighting; drill-down dimensions available on request

Success Criteria

  • All 8 dimensions scored with traffic lights within 5 business days of data collection start
  • Cascade analysis correctly predicts downstream impacts: when a Red dimension is not addressed, connected dimensions degrade within 2 quarters
  • Stage-adjusted benchmarks applied correctly: Seed company not held to Series C standards and vice versa
  • Top 3 priorities identified with specific owners, timelines, and verification methods
  • Data gaps reduced by at least 50% between first and second diagnostic cycle
  • Board-ready health summary produced quarterly with trend comparison to prior quarter
  • Overall health score trending stable or improving over 3 consecutive quarters

Scope & Limitations

  • In scope: 8-dimension organizational health scoring, traffic light dashboards, cascade analysis, stage-adjusted benchmarks, graceful degradation for partial data, diagnostic cadence recommendations, board-ready reporting
  • Out of scope: Deep functional diagnostics within a single dimension (use the respective C-suite advisor skill); employee engagement survey design and administration (use CHRO Advisor); financial auditing (use external auditors); security penetration testing (use CISO Advisor)
  • Limitation: Diagnostic quality depends on data accuracy; garbage in, garbage out applies -- verify data sources
  • Limitation: McKinsey OHI benchmarks are based on large enterprise data; early-stage companies may need adjusted benchmarks
  • Limitation: The 8-dimension model is a simplification; some organizations may need additional dimensions (e.g., ESG, regulatory) depending on industry
  • Limitation: Cascade predictions are based on common patterns; specific organizations may have unique cascade paths

Integration Points

Skill Integration Data Flow
cfo-advisor Financial Health dimension deep dive Health financial score → CFO detailed analysis
cro-advisor Revenue Health dimension deep dive Health revenue score → CRO pipeline review
cpo-advisor Product Health dimension deep dive Health product score → CPO PMF assessment
cto-advisor Engineering Health dimension deep dive Health engineering score → CTO tech debt plan
chro-advisor People Health dimension deep dive Health people score → CHRO retention strategy
coo-advisor Operational Health dimension deep dive Health operations score → COO process review
ciso-advisor Security Health dimension deep dive Health security score → CISO risk register
cmo-advisor Market Health dimension deep dive Health market score → CMO channel review
strategic-alignment Health scores inform alignment priorities Health priorities → Alignment focus areas
executive-mentor Red dimensions trigger executive coaching focus Health red flags → Mentor challenge areas

Python Tools

Tool Purpose Usage
scripts/org_health_scorer.py Score all 8 dimensions with traffic lights, stage-adjusted weighting, and overall health calculation python scripts/org_health_scorer.py --stage series-a --financial 7.5 --revenue 5.8 --product 7.2 --engineering 5.0 --people 3.5 --operations 6.0 --security 7.8 --market 5.5 --json
scripts/span_of_control_analyzer.py Analyze manager-to-IC ratios across the organization and flag unhealthy spans python scripts/span_of_control_analyzer.py --org-file org_structure.csv --json
scripts/engagement_benchmarker.py Benchmark engagement metrics against industry standards and flag gaps python scripts/engagement_benchmarker.py --enps 15 --attrition 18 --time-to-fill 60 --promotion-rate 20 --industry saas --json

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