Surface the small number of risks that carry most of the program exposure. Name them, assign mitigation owners, and route the work that reduces concentration.
What this diagnoses
A check that surfaces the concentration of program risk in a small number of dependencies, decisions, or relationships. Names the risks that matter before they materialize. The diagnostic is short by design. A long diagnostic produces less reliable judgments than a short one because the additional questions invite the team to talk itself into a more comfortable position. The version Stratenity uses fits in a half-day session and produces a written output the engagement team commits to in the same session.
The output of the diagnostic is not a score. It is a list of risks or gaps with named owners and dates by which mitigation must be visible. The list is short because focus is the point. The owner is named because accountability dissolves when ownership is collective.
How the diagnostic runs
The diagnostic is run with the engagement leadership and one external reviewer who has not been in the working sessions. The external reviewer is the discipline. Without that reviewer, the diagnostic becomes a self-congratulation exercise.
The session works through a short structured set of questions, captures the responses in writing, and produces the action list at the end of the session. The discipline of producing the action list in the room rather than after the session is what prevents the diagnostic from being filed and forgotten.
What the output looks like
The output is a one-page document. The page lists the gaps or risks the diagnostic surfaced, the owner accountable for each, and the date by which mitigation must be visible. The page is reviewed at the next operating cadence and not before. The discipline of waiting until the operating cadence prevents the diagnostic from becoming a parallel meeting series that consumes the engagement's attention.
Closing
A diagnostic that produces no action is a survey. The Stratenity diagnostics are designed to produce action by ending in a written commitment rather than a report. The teams that adopt them treat the diagnostic as the start of the work, not as the finish of the analysis.