Understand what we can do with our organizational diagnostics and people analytics products.
Take a look at our “From-to” cases.
From data to action
From disguised friction to productive diversity
From no organizational vibe to transmission towers
From slow to agile
From disconnected to coherent
From lone wolves to sales super stars
From a 1G to A 5G company
A pharmaceutical company embarked on a journey to sustain its entrepreneurial family culture, while growing organically and through international acquisitions.The path selected was driven by the strong belief that any sustainable culture program requires a bottom-up and involving approach. Hence, doing it successfully would require understanding and engaging informal organizational networks.Innovisor identified the three percent of the employees that had the most influence in the company. They were the “voice of the people” across the company. It showed that these 3% could reach 90% of the organization.
A US based media and entertainment company was slowed down, it was becoming less innovative, and some of the most talented individuals left the company.The CHRO felt there was a disguised friction in the company, but the facts to back the gut feeling were lacking.Innovisor was tasked to research how various processes were influenced by lack of inclusion across ethnicity, gender, tenure, and age.
A professional services company struggled with a very disengaged workforce when – at the same time – it underwent a major organizational transformation under immense competitive pressure.The new top leadership felt it could not turn around and navigate the company as fast as it wanted because the people on the ground were not reached by the corporate messaging. They were transmitting without a vibe. Ten very influential employees were identified based on their ability to reach the organization.
An international manufacturing company with 100.000+ employees asked Innovisor to look into one of their global divisions with 4.000 employees.Innovisor discovered a large distance within the network causing very low agility in the business units. Innovisor then simulated how to reduce the distance by connecting six employees. The result was remarkable; by connecting only these six employees the distance was reduced by 20%.
A global manufacturing company faced a challenge familiar to many global companies: How to support cross-organizational activities by a Global Center of Excellence. Innovisor provided the insights that allowed them to accelerate a successful implementation.In the last 10 years collaboration across has increased: 6/10 of your employees are involved in cross-collaboration whereas 10 years ago this was only 1/10 of your employees. This means that work gets done outside the formal organizational processes.As a result, leading companies have chosen a Center of Excellence structure as the way to realize global benefits. In these Center of Excellences different organizational processes are joined together to strengthen cross-collaboration.
A Fortune 500 company was organized in four separate business units with no connection in-between.We looked into the entire global organization consisting of more than 30,000 employees and were asked to assess how its collaborative data correlated with the client’s sales performance data.As a result, we found out that the sales units with the highest connectivity were the teams with the best sales performance.
A telecommunications company with +600 employees in three countries faced fast-paced changes and high demands from customers.The HR department had started the improvement of their collaborative behavior by giving some people the responsibility to work across functions. This strategy paid off because the people with the new cross-functional responsibilities were in fact the most well-connected.