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The Diagnostic Process 151

narrow the analysis to specific issues. One organization’s task forces, each led
by someone on the steering committee, were as follows:
■ Evaluating the new product development portfolio
■ Improving information and data management systems
■ Reviewing a consultant’s report on how the department’s functions were
managed in 14 different companies, and identifying recommendations
for their own company
■ Making recommendations for learning and development
■ Considering workload distribution

Another organization’s steering committee organized five task forces:
■ Improving communications and procedures with the department from
whom we receive our work, with particular emphasis on role definition
■ Working on coordination between the home office and branch offices
■ Improving computer hardware and management information systems
■ Identifying career development opportunities for employees who will
stay in place
■ Improving the learning and employee development program and
improving the performance management process

A third company identified three broad task forces: the planning process,
the analysis process, and data management. Yet another company organized
functionally, with a task force examining each business unit (product line). A
broad array of potential targets is described in Chapter 7. With your coaching
of the chair and direct involvement (as necessary), the steering committee
identifies the scope of the analysis and the task force issues to be analyzed.

Organizing Task Forces
Task forces should be organized around growth opportunities and critical
issues. As noted earlier, the diagnostic targets are identified by the steering
committee. We have seen task forces that include no steering committee mem-
bers, although this is rare. It is preferable that a steering committee member
sit on each task force, and often that member will lead the task force. Task
forces should include a variety of viewpoints among knowledgeable people.
As with the steering committee, be sure to include formal and informal lead-
ers in the area of the task force’s domain, so recommendations will have orga-
nizational support. Task force members can include any employee from any