WHY INNOVISOR
All organizations have informal networks beside the formal structures. Few leaders know how to leverage the interpersonal networks in organizations. We connect you to the intelligence and networks of your people, and turn this into a competitive advantage. Helping you succeed is our ultimate honor!
CASES
See how we’ve helped our clients succeed with change and collaboration. Check case stories from different industries and both small and large organizations.
For more cases, please CLICK HERE.
FROM OVERLOOKED TO ACTIVATED OPINION LEADERS
Global organization | 2,000 employees
This US based financial company was
struggling with a very hierarchical structure. As
a result, the decision-making process was
heavy and slow. The company wanted to
involve lower levels more. But who?
Their intuition got confirmed with evidence
from the network anlalysis.:19 from the 20 top
go-to-people held managerial positions. Who
were the key influencers who could then cut
through the different level? Innovisor identified
4% of employees who could reach 97%.
The key influencers were activated through
trustful conversations. They were the informal
opinion leaders, because they literally drove the
engagement in the company. If they were more
engaged, the overall engagement went up – and
vice versa.
FROM OVERLOOKED TO ACTIVATED OPINION LEADERS
Global organization | 2,000 employees
This US based financial company was
struggling with a very hierarchical structure. As
a result, the decision-making process was
heavy and slow. The company wanted to
involve lower levels more. But who?
Their intuition got confirmed with evidence
from the network anlalysis.:19 from the 20 top
go-to-people held managerial positions. Who
were the key influencers who could then cut
through the different level? Innovisor identified
4% of employees who could reach 97%.
The key influencers were activated through
trustful conversations. They were the informal
opinion leaders, because they literally drove the
engagement in the company. If they were more
engaged, the overall engagement went up – and
vice versa.
FROM TOO MANY COOKS TO GLOBAL STANDARD
HR organization of a global company | +300 employees
A global manufacturing company wanted to
centralize its HR unit to secure efficiency and
alignment. As a baseline for this transformation,
insights into the connectivity of the HR
organization was needed, and – more
importantly – the identification of the key
influencers who could help drive the
transformation.
The diagnostic confirmed their hypothesis that
regions worked as separate organizations.
Collaboration happened within regions – not
between. This made the HR organization 28%
slower than the Innovisor benchmark. Seven
connectors across regions were identified and
simulations showed they would beat the
benchmark.
To strengthen collaboration, the seven
connectors were brought together on a
cross-regional project to improve agility. To
accelerate the transformation, key influencers
were activated as the change ambassadors
through three concrete actions.
FROM TOO MANY COOKS TO GLOBAL STANDARD
HR organization of a global company | +300 employees
A global manufacturing company wanted to
centralize its HR unit to secure efficiency and
alignment. As a baseline for this transformation,
insights into the connectivity of the HR
organization was needed, and – more
importantly – the identification of the key
influencers who could help drive the
transformation.
The diagnostic confirmed their hypothesis that
regions worked as separate organizations.
Collaboration happened within regions – not
between. This made the HR organization 28%
slower than the Innovisor benchmark. Seven
connectors across regions were identified and
simulations showed they would beat the
benchmark.
To strengthen collaboration, the seven
connectors were brought together on a
cross-regional project to improve agility. To
accelerate the transformation, key influencers
were activated as the change ambassadors
through three concrete actions.
FROM BLINDFOLDED EXECUTION TO SUCCESSFUL ROLLOUT
IT organization of global company | +2,000 employees
This global company prepared the IT
organization for a global modernization.
The communications teams was responsible
for the roll-out and want to know who they
needed to tow work with to achieve a fast
and smooth roll-out.
Two groups of key personnel were
identified by name as change catalysators.
Firstly, the influential managers. Secondly,
the key influencers who as a group of 2,5%
of the workforce could influence 74% of the
organization.
The company took three steps to enable the
change. On top of that, they tracked the
progress of the change initiatives by sending
out pulse surveys to the key influencers.
FROM BLINDFOLDED EXECUTION
TO SUCCESSFUL ROLLOUT
IT organization of global company | +2,000 employees
This global company prepared the IT
organization for a global modernization.
The communications teams was responsible
for the roll-out and want to know who they
needed to tow work with to achieve a fast
and smooth roll-out.
Two groups of key personnel were
identified by name as change catalysators.
Firstly, the influential managers. Secondly,
the key influencers who as a group of 2,5%
of the workforce could influence 74% of the
organization.
The company took three steps to enable the
change. On top of that, they tracked the
progress of the change initiatives by sending
out pulse surveys to the key influencers.
FROM NEW HIRE TO OUTSTANDING CEO IN ONE YEAR
Region of global company | +300 employees
A global company brought in a new
regional CEO where 8% of all employees
were employed in Sales. The new CEO
wanted to get a baseline on its
collaboration network as input for
organizational redesign, and to
understand how sales networks and
sales performance were correlated.
The informal network in the region
showed three key characteristics. In
addition, correlation analysis showed that
the best performing sales team were
those, where the office sales staff
interacted the most with their field-based
sales reps.
The organizational redesign made sure to
establish connection rhythm between office
sales staff and field-based sales reps. In
only one year there was a clear pay-off: sales
had become the central department that all
other collaborated with, and sales team
coherence and performance improved.
FROM NEW HIRE TO OUTSTANDING CEO IN ONE YEAR
Region of global company | +300 employees
A global company brought in a new
regional CEO where 8% of all employees
were employed in Sales. The new CEO
wanted to get a baseline on its
collaboration network as input for
organizational redesign, and to
understand how sales networks and
sales performance were correlated.
The informal network in the region
showed three key characteristics. In
addition, correlation analysis showed that
the best performing sales team were
those, where the office sales staff
interacted the most with their field-based
sales reps.
The organizational redesign made sure to
establish connection rhythm between office
sales staff and field-based sales reps. In
only one year there was a clear pay-off: sales
had become the central department that all
other collaborated with, and sales team
coherence and performance improved.
FROM NO ORGANIZATIONAL VIBE TO TRANSMISSION TOWERS
EU company | +350 employees
A service line struggled with a
disengaged workforce when – at the
same time – it underwent a major
transformation under immense
competitive pressure. The new leadership
team felt it could not turn around. They
were transmitting without vibe.
Not only the top management could
not reach it employees; middle
management also showed limited
reach. Correlation showed tat the less
informed people were about the strategy,
the less they understood the logic behind
the strategy. Ten key influencers were
identified who could transmit with a vibe,
but they were negative.
The new leadership team engaged
egularly in trusting conversations with the
key influencers. They listened and recalibrated
their messages based on the new input.
The key influencers became the
transmission towers for leadership
communication.
FROM NO ORGANIZATIONAL VIBE
TO TRANSMISSION TOWERS
EU company | +350 employees
A service line struggled with a
disengaged workforce when – at the
same time – it underwent a major
transformation under immense
competitive pressure. The new leadership
team felt it could not turn around. They
were transmitting without vibe.
Not only the top management could
not reach it employees; middle
management also showed limited
reach. Correlation showed tat the less
informed people were about the strategy,
the less they understood the logic behind
the strategy. Ten key influencers were
identified who could transmit with a vibe,
but they were negative.
The new leadership team engaged
egularly in trusting conversations with the
key influencers. They listened and recalibrated
their messages based on the new input.
The key influencers became the
transmission towers for leadership
communication.
TESTIMONIALS
“Innovisor provided the management team and me with unique insights to link our business and organisation even better.”
“Specifically, we would like to highlight the ability of the consultants to understand our business and the challenges within our specific line of work and the LEGO Group as a company.”
”Without the insight provided by the analysis, I would not have been able to maximize the impact of our initiatives in such a precise and effective manner. This, for sure, is innovation in practice.”
“Doing this has significantly paid off in terms of motivation and buy-in – two key drivers of effective change management.“
“Top professional in all aspects of planning and execution. The analysis provides the perfect mix of insights you would expect and those extremely valuable ones you would not have expected.”