The authors consider problems of diagnostics and the internal environment of the organization, which involves, first of all, an assessment of the functional zones of the organization, de-signed to identify its strategic strengths and weaknesses. Taking into account the rapidly changing conditions, when the advantages of past activities may turn into disadvantages in the future, the concept of strengths and weaknesses should be supplemented with a more general concept of organizational potential, which implies a systematic approach to conducting a strategic analysis of the internal environment of the organization. It is noted that the development of a comprehensive method for assessing the potential of a holding or management company is incorrect, including because of the ambiguity of approaches to assessing strategic potential. In addition, many approaches are interested in assessing the financial component of potential, unjustifiably neglecting a comprehensive assessment, while others limit themselves to listing possible qualitative and quantitative approaches, without defining the specifics of applying these methods to potential assessment.