V1. Full picture
V1.1 Do you think you already know all the company's problems? Do you see any contradictions between the problems different people mention?
For example: sales says the issue is a lack of leads, marketing says there are enough leads; the team asks for a new website, but orders are lost during processing; customer complaints are different, but no one is looking for the shared cause.
V1.2 If you solve all the problems you currently see, will the company start growing? Or will something still block progress?
Think about cases where sales increased but profit barely changed, new employees joined but work did not become faster, or a system was implemented but the result stayed almost the same.
V1.3 Is there anything in the company that has not been questioned for a long time because it "already works"?
For example: a process has existed for years and has never been reviewed; no one can explain a specific stage; the team says "we have always done it this way".
V1.4 Are there assumptions you feel confident about, although they have not been tested properly?
For example: customers leave because of price; the department works well because there are few complaints; the problem is known, but there is no evidence.
V1.5 If tomorrow it turns out that the main problem is not the one you are thinking about now, how surprised would you be?
Think about situations where a company planned a new website, but the issue was logistics; wanted more ads, but lacked managers; looked for the cause in sales, but customers left after purchase.
V2. Understanding the problem
V2.1 Did this problem appear suddenly, or did it develop gradually?
For example: sales started falling a few months ago; the issue appeared after changes; no one can say exactly when it started.
V2.2 Does the problem happen constantly, or only in specific situations?
For example: only during high season, with certain customers, in one department, or after specific changes.
V2.4 What do you believe caused this exact problem? Name no more than three possible reasons.
For example: not enough customers, employee errors, inefficient processes, strong competition, unclear positioning, weak analytics or outdated tools.
V3. Solution check
V3.1 How does the company usually understand that a problem has actually been solved?
For example: by financial results, customer feedback, internal metrics, fewer complaints, shorter processing time or fewer manual actions.
V3.2 How long after changes are implemented do you usually evaluate the result?
For example: after a few days, a month, a quarter, only when something breaks, or not in a structured way.
V5. Prioritization and focus
V5.1 When a new urgent task appears, what usually happens to the work already in progress?
For example: both tracks continue, the team switches to the new task, priorities change completely, or it depends on the situation.
V5.2 What most often changes priorities inside the company?
For example: urgent tasks, customer requests, market changes, management decisions, unclear ownership, or lack of agreed priorities.
V6. Blind spots and unquestioned assumptions
V6.1 When a solution does not produce the expected result, what is questioned first?
For example: the tool, the team, traffic quality, sales scripts, process logic, customer behavior, metrics or the initial hypothesis.
V6.2 Are there decisions that remain unquestioned simply because "this is how it has always worked"?
For example: yes, it happens often; sometimes; rarely; or established approaches are reviewed regularly.
A manager or Vetta Vielton, Strategic Development Director, will contact you within 24 hours.
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