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 overlooked to activated opinion leaders
From slow to agile
From disconnected to coherent
From lone wolves to sales super stars
From a 1G to A 5G company
From usual suspects to real experts
From two to one
From failed integration to one company
From local leadership to global united
From new CXO to high performing CXO in 50 days
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.
A US based financial services company with almost 2,000 employees was struggling with a very hierarchical structure, which meant a very heavy and slow decision making process. The company wanted to involve the lower levels more. Innovisor was brought in to identify the key influencers below management level essential to involve.
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.
A global media company underwent a transformation from a group of small regional teams to a newly-formed, large organization with +12,000 employees. The organization required an acceleration of how to connect in order to bring more resources, expertise and effective practices to the business. Innovisor was asked – among others things – to help build communities of expertise in the strategically essential areas of this newly formed organization. The employees were asked to nominate their peers
A pharmaceutical company with +500 employees underwent a merge with another company. The merge was recognized as the best national post-merger integration program by its own people. The company however struggled to unite the organization and realized the intended synergies. Innovisor was asked to run its Post-Merger Accelerator and this generated surprising insights
A global pharmaceutical company had recently acquired a large competitor, along with several acquisitions of smaller companies in the past five years. The company had struggled with integrating the acquired companies – particularly the large competitor. Innovisor was asked to to generate data-driven actions in the areas of (1) diagnosing the integration and help realize the full potential of the deals, and (2) generating insights and learning to be used in future integration of acquisitions.
A global engineering company with +2,000 employees had a 13-man executive leadership team consisting of the CEO, five regional business unit executives and seven corporate function executives. The team met for 1,5 days every month, and were spending lots of time on social activities to build connections. The CEO still felt the team was not working as ONE, and key global clients had also made remarks on it. They expected a large global engineering company, but felt they were in fact services by a local player. Innovisor was tasked to diagnose the leadership team and provided critical insights
A 125 FTE biotech company had intended several high-profile partnerships with Big Pharma companies, which it now had to deliver upon to satisfy its investors and stakeholders. The ability to deliver was troubled by missing collaboration between Research and Development, which due to significant growth were no longer aligned on priorities and strategic direction. The new CXO was brought in to reconnect the two business units and deliver on the external promises made. The board gave him 90 days to deliver a credible plan. Innovisor diagnosed the company and presented the CXO with essential organizational insights