Insights

Clips on what’s happening at the macro level and how Intian helps you respond to it.

July 2026

Where does your team’s time actually go?

Most leaders can’t confidently say where their team’s time and effort goes, or whether it connects to strategy. A short introduction to what Intian does and why that question matters.

Feature deep dives

Under the bonnet

Walkthroughs of the analysis and the output. Click through each one.

Org Health Score cover: a business scoring 42 percent, one live number built from six indicators drawn from your own activity data

Indicators one and two, is effort going where it should: 61 duplicative activities flagged as an alert, and 24 strategic initiatives with no owner and unclear alignment

Indicators three and four, what it costs each month: 81 capability gaps flagged as an alert, and $187,960 per month of non-ROI admin work that is not progressing the business

Indicators five and six, what you can leave alone: under-utilised resources at 0 percent and ROI versus cost-to-perform at zero, both rated great

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Org Health Score

How healthy is your business, right now?

Most SMEs can answer that with a feeling. The Org Health Score answers it with a number, built from six indicators across your activity, capability and strategy. It moves as your business moves, so you catch the drift the week it starts and not the quarter after.

Each indicator is scored on its own, so the number always tells you where to look first.

Activity Catalogue cover: the weekly cost of activity not linked to customer or business value is $203,609

The split of total time: strategic 18 percent across 61 activities, business-as-usual 54 percent across 172, admin 28 percent across 106

The 34 highest-cost activities total $6,832 per month, led by monthly financial reports, roster reconciliation and board papers

Every activity mapped as a value chain, from plan and prepare through deliver, operate and report, drillable from function to team to activity

Four flags showing where to start: 61 duplicative activities, 34 high-cost, 160 non-ROI and 6 overvalued

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Activity Catalogue

Strategy, cost and service delivery all come back to what people actually do day-to-day. When ballpark ‘tasks’ are assigned or assumed, that link can be unclear.

The Activity Catalogue maps every activity, puts a cost against each one and links it back to the value chain, showing both cracks and opportunities.

With that in front of you, reducing cost waste, cutting duplicated work and redesigning services all get a lot easier.

Strategic Initiatives cover: every goal tied to the effort and cost required, with the return tracked live

Defining success: a cost optimisation program targeting 10 percent profit growth, owned by the CFO, due 30 November

Contributing activities showing 4 of 7 underway, with strategic planning, workforce planning and marketing campaigns not yet started

Return versus cost-to-perform at 24 times, comparing $3.7 million intended benefit against $150,000 cost

Goal progress at 91 percent, with cost-to-perform at $150,000 against a $75,000 estimate and $136,455 revenue attributed

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Strategic Initiatives

Plenty of systems will hold your strategy or track your goals, though most only see the work someone remembered to put in them.

Strategic Initiatives puts actual against intended, tying each goal to the activities delivering it and the cost to perform behind them, while surfacing the strategic work sitting in isolation. If an activity can’t be mapped back to an initiative then it’s worth asking why anyone is still doing it.

With that in front of you, prioritising initiatives, justifying the spend and stopping the work that isn’t tied to anything all get a lot easier.

Universal versus unique skills across 39 people, showing 87 percent universal and 13 percent unique, with top universal activities and their cost

Capability dispersion across degree, diploma, grad cert, master and no degree, split by unique and universal work

Allocation and productivity by role, showing an underallocated Operations Manager at 0 percent and an overallocated Partnership Manager at 100 percent

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Capability Catalogue

The Activity Catalogue shows what work exists and what it costs. Strategic Initiatives tie that work to the goals it is meant to deliver. The Capability Catalogue answers the third question, which is whether the right people are doing it.

Universal activities are the standardised work that almost anyone could pick up, and are usually the first candidates for automation or a lower-cost role. Unique activities are the specialised work that genuinely needs the person doing it. When most of your workforce sits on the universal side, you are paying specialist rates for work that does not need a specialist.

With that in front of you, workforce planning, role design and deciding what to automate all get a lot easier.