How it works
Two instruments sit behind the business case and the risk analysis.
One measures whether the organization can execute. The other discovers what the people who have to deliver actually know, and where they quietly disagree. This is an example of how each one works.
Your experts hold the knowledge. GreenlightIQ draws it out, tests it for completeness, and cross-references it. The intelligence is theirs, assembled for the first time.
Within a single answer, the system probes until what is thin becomes complete.
Across seven categories, the questions characterize the whole initiative, not a corner of it.
Across functions, the same question surfaces where independent views collide, then reconciles them.
Initiative Fact Discovery
The knowledge that decides the outcome lives with the people who have to deliver.
Fact Discovery draws it out. Structured questions, answered independently by each function, probed for completeness, then cross-referenced. What follows is one real question moving through that process.
The categories
Seven categories characterize an initiative.
Every function answers across all seven. Miss one and you have a blind spot by construction.
Ownership
Who is accountable for the outcome.
Value / Outcomes
What the initiative is worth and what it must deliver.
Timing
When results are expected and what the sequence turns on.
Risk
What could keep it from delivering.
Constraints
What has to hold true for it to proceed as planned.
Dependencies
What it needs from elsewhere to succeed.
Success Criteria
How you will know it worked.
Who answers
The right functions, on the questions they can actually answer.
The functional areas needing to contribute are selected when the initiative is set up. Not every area answers every question. Each question goes to the functions positioned to have something real to say, with overlap placed where independent views need to be compared.
The functional areas the system can draw on:
Completeness, within one answer
An answer has to clear the bar to stand.
Every answer is scored for completeness. Seven or above is accepted. Six or below is assessed for exactly what is thin, and the system generates the clarifying questions that close the gap. Step through one answer travelling from thin to complete.
Alignment, across functions
The same question. Four functions. Four versions of reality.
Each function answered FoC-020 independently, without seeing the others. Switch the functional area to step through what each one said.
The greyed areas were not routed to this question. They hold no piece of the resource picture, so they were not asked.
The alignment system
Four conflicting assumptions become one committed answer.
The system detects the conflict on its own and names exactly where the functions collide. It opens an interface to work that conflict to a resolution, and records the single answer the functions commit to. That committed answer, not the four originals, is what the reports are built on. Step through one conflict moving from four versions to one.
This runs across every category and every function the initiative needs.
The result is not a set of answers. It is a comprehensive information base, complete, cross-referenced, and traceable, rigorous enough to support a real business case and a three-factor risk analysis.
Capability Survey
Can the organization actually execute a change like this?
A standardized assessment of execution capability across eight domains, calibrated to the organization's size and complexity. Forced-choice, so it can be scored and compared. It produces the baseline every other finding is measured against.
This is the baseline the whole analysis is measured against.
A plan that assumes capability the organization has not demonstrated becomes visible here, as the distance between what the plan requires and what the baseline shows.
Run both on a decision you are facing now.
The two instruments produce the evidence-based business case and the three-factor risk analysis, before the commitment is made.
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