A leading global company prepared its IT organization with around 2,000 employees for a global modernization.

The communication team responsible for the global roll-out wanted to know who they needed to work with to achieve a fast and smooth roll-out.

Innovisor was asked to diagnose the informal networks and identify the key personnel the communication team could not afford to ignore in the roll-out– both at a manager and non-manager level

Two groups of key personnel – the influential managers and key influencers among employees – were identified by name as change catalysators for the global roll-out.
The influential managers needed to be on board with the key argumentation for the global modernization roll-out.
The key influencers at employee level needed to be onboard to enable bottom-up sense making, because as a group of only 2.5% of the workforce, they influenced 74% of the organization.

The company took three steps to enable the change towards global modernization

  1. The influential managers were used as sounding board for messages in the corporate communication
  2. All managers were enabled to act as role models
  3. Conversations with key influencers took place to build trust in the modernization program, so they could help their peers make sense of it

Progress was tracked quarterly through the key influencers