There isn't one right moment. It can be useful before the restructure to understand what is already working and where the team may be vulnerable, during the transition to see where the change is creating friction, and again three to six months later to check whether the new structure is actually working at team level. The diagnostic gives you a team-level picture of what is happening, so you can focus your intervention on the issues that are most likely to affect performance.

Yes. We are not trying to replace the people already managing the organizational change. We can work alongside HR, OD, transformation or change-management teams and focus specifically on the team dynamics that affect whether the new structure works in practice.

This can also give internal teams useful information about where teams are struggling, without asking HR or the change team to personally facilitate every difficult team conversation.

Yes. In fact, that can be one of the most useful times to work with a team. People may have new responsibilities, new managers or new colleagues, but haven't yet worked out how to operate together. We can help the team establish clarity around priorities, ownership, decision-making and ways of working before old habits simply carry over into the new structure.

Yes. We work with leadership teams as well as functional, cross-functional and newly formed teams. Leadership teams are particularly important during restructuring because they are often responsible for translating organizational decisions into something their teams can actually execute.

We can work with the leadership team on issues such as shared direction, decision-making, accountability, organizational relationships and alignment, and then support the wider teams in turning those decisions into day-to-day ways of working.

Yes. This is particularly relevant when restructuring crosses countries, functions or cultures. What looks like a straightforward structural change from headquarters can have very different implications for teams in different markets. Expectations around leadership, decision-making, communication, hierarchy, ownership and disagreement can vary significantly.

Our experience working with multinational and cross-cultural organizations allows us to work with those differences. The aim is to help globally distributed teams develop ways of working that are clear enough to support consistent execution while still working across different cultural and organizational contexts.

Yes. This is one of its most useful applications. The diagnostic looks at the team as a collective (not at individual employees) across 18 aspects of team work.

Used after the restructure, it can help answer the question: Is this team actually functioning effectively in the new structure, and what is still getting in the way?

That's normal, and it doesn't need to be resolved before the work starts. People don't have to be happy about a restructuring for a team to work effectively within it. We help teams have productive conversations about what has changed, what remains unclear, what is getting in the way of their work and what they need from one another. The focus is not on persuading people to like the change; it is on helping the team function well despite the uncertainty.

Absolutely. The diagnostic isn't only for teams going through change.

It can be used whenever you want to understand how a team is functioning and where it could perform better. For example, you might use it with a leadership team that is struggling to make decisions, a high-performing team that wants to move to the next level, a newly appointed leader taking over an existing team, or a cross-functional team where collaboration has become difficult.

It can also be useful during leadership transitions, team development, strategic shifts, performance improvement initiatives, post-merger integration, global team development, or simply as a regular team health check. The question then is “How well are we functioning as a team, and what would make us more effective?”

Change management is typically concerned with helping the organization implement and adopt the change (communication, stakeholder engagement, transition planning, new processes and so on). Team coaching focuses on what happens when people actually have to work together inside the new structure.

For example, the organization may announce that two functions are now one team. Change management helps people understand the change. Team coaching helps the new team work out how they will make decisions, resolve disagreements, share ownership, communicate and collaborate when the old ways of working no longer fit.

We look for changes in how the team functions, not just whether people say they enjoyed the coaching. Depending on the situation, that might mean clearer priorities, faster or more effective decision-making, stronger ownership, better collaboration across functions, fewer recurring tensions, or a team becoming more capable of handling issues without everything escalating to the leader.

The IMPACT Team Diagnostic gives you a way to establish a baseline and then measure where the team has moved. This makes the conversation about results and ROI much more concrete: What was getting in the way before, what has changed, and what still needs attention?

Yes, this is one of the best practices. Repeating the diagnostic after an intervention gives you a way to see whether the team’s collective experience has actually shifted. It can be particularly useful after a restructuring, leadership change, team merger or major transformation, when you want to know whether improvements have lasted beyond the initial intervention.

It also helps avoid relying entirely on subjective interpretation. You can compare the team's current picture with the baseline and identify where meaningful movement has happened.

The return is ultimately about whether the team is functioning better in ways that matter to the business. If a leadership team spends less time revisiting the same decisions, a newly merged team stops duplicating work, cross-functional teams resolve issues faster, or managers no longer have to step into problems that the team can handle itself, there is a tangible organizational benefit.

The diagnostic helps identify the areas most connected to performance and gives you a way to track progress over time. We don't assume that every improvement can or should be reduced to a single financial number. Instead, we connect the work to the operational outcomes that matter in your particular context.

Most tools are designed for individuals, while the IMPACT Team Diagnostic © is team-centered, research-backed, and built for global complexity.

Engagement surveys measure employee satisfaction, not team dynamics. The IMPACT Team Diagnostic © shows how the team functions together and shows the earliest, most actionable signal of execution risk.

Instead of planning a generic team intervention, The IMPACT Team Diagnostic © helps leaders see clearly which levers (clarity, collaboration, learning, accountability) might need to be adjusted for this team, at this moment."

The diagnostic takes around 20 minutes to complete (per participant). The clarity it provides to the entire team (when taking into account all team member’s perspectives) saves months of wasted meetings and misalignment.

Great! The IMPACT Team Diagnostic © will show where that work is paying off and what can be done to build on that to get even better results.

The real value does not come from a tool itself, but from how it is used. After completing the IMPACT Team diagnostic, your team receives not only a detailed report but also a debrief session. During this session, your coach, consultant, or facilitator will help turn the data into practical guidelines your team can apply every day. The real benefit is not in the general recommendations within the report, but in facilitating a live conversation that is for your team and about your team. Together, you’ll unpack your team dynamics using real examples, and identify concrete changes you can integrate into your team work. This approach makes the diagnostic a long-term instrument. It will also reveal whether there are patterns in your team dynamics that might prevent lasting change and help you address them.

Great teams always want to be better. The IMPACT Team Diagnostic © will show you how to go from strong to exceptional.