CG: ORA

Organization Risk Assessment (ORA) Due Diligence

What is a formal ORA Due Diligence?

An ORA Due Diligence systematically assesses if the organization can successfully transition to the next level.

Specifically, an ORA Due Diligence helps answer:

- Does the current leader have the skill set to be CEO?
- What is the impact of replacing the current leader?
- What is the leadership style and +/-‘s of key stakeholders?
- What are the strengths and weaknesses of the organization?
- Are there incompatibility issues in the current organization?
- Is the organization prepared for growth?
- Are there any potential conflicts between the organization and the
new investors?
- Moving forward, what are the potential barriers to success?

How Does an ORA Due Diligence protect your investment?

Many companies fail when transitioning to the next level. ORA Due Diligence provides information to help mitigate your risk.

An ORA Due Diligence may help protect your investment by:

- Discovering high risk items from organization and management effectiveness
  perspective.
- Providing an in-depth understanding of the organization which guides the
  100-Day Plan.
- Leaving a positive impact on the organization. It’s an intervention, not just
  an assessment.
- Identifying potential obstacles so they can be managed before they become risks.

Biography — Charlee Garden, Ph.D.
Charlee has a demonstrated track record of success.

Commitment to Success: As a competitive Ironman and endurance athlete, Charlee brings that same passion and dedication to her clients.

Diverse Approach: Charlee leverages her experience – from electrical engineer to MBA to organizational psychologist — and balances it with business acumen, to provide expertise for her clients.

Psychological Aptitude: Charlee is an exceptional listener and a skilled professional who asks the right questions that, in turn, provide a catalyst for informative responses. Her unique combination of empathy and insight leads clients to trust Charlee and make positive changes.

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Updated 1/5/2005