The #ThreePercentRule is Your Secret Weapon for Success

Innovisor in conversation with Lusha

First, let’s start with getting to know you:

Richard Santos Lalleman (RSL): Can you tell us about your role at Lusha and what excited you most about your work?

Moran Yona-Metz (MYM): I’m the OD & Culture Director at Lusha, and my team and I approach culture like a product—holistically and intentionally. We’re
responsible for organizational development, learning, employee experiences, internal communication, and our social programs. We see ourselves as the enablers of culture, helping the system—and everyone in it—grow, navigate change, and design meaningful experiences to enable all this. At the core of it all, we want people to feel joy in what they do and where they work, as we believe in passion and autonomy to drive creativity and creation. Our job is also to tell Lusha’s story, but more importantly, to build and sustain the trust between Lushians and Lusha.

Change has always been my passion—whether it’s with individuals, teams, or entire organizations. But today, change itself is changing, and that opens up a
whole new world of possibilities. My current obsession is unlearning old frameworks and co-creating a new kind of OD, or HR, that fits these times—a
huge, exciting challenge!

After years of working in more traditional, corporate environments, being at Lusha feels like entering a playground of endless possibilities. Here, we have the freedom to create, innovate, and experiment in ways I never imagined—pushing boundaries and inventing where no one has stepped yet. Questioning best
practices and paving our own path, that fits better, in my mind, to the current challenges organizations are facing. It’s both humbling and thrilling to be part of
this journey, because we are always on the edge of what is already known and practiced, “building the future as it emerges” (Otto Scharmer). I truly believe that
real innovation happens when we embrace vulnerability—when we’re not afraid to say, “I don’t know,” and take the leap anyway.

RSL: What unique organizational challenges do you navigate in your role?

MYM: In my role, one of the biggest challenges I navigate is balancing the dynamic, ever-changing nature of a fast-growing organization like Lusha with the
need to provide stability and consistency for our people. Growth is exciting—it brings energy, innovation, and opportunity—but it can also create uncertainty and
complexity. My job is to help the organization, and everyone in it, embrace this growth while making sure we stay grounded in our culture code and mission. It’s
like putting solid scaffolding in place so the system and its parts can thrive on it, like plants, but at the same time to make it the most minimalistic as possible, not
suffocating, not too bureaucratic or too hierarchical, which we are trying to avoid, as we understand these models are less relevant for today’s world.

Another challenge is to do it all in the most simple yet smart way possible. Simplicity is one of our agreements (this is what we call our values), but doing it
simply is not simple at all. Simple doesn’t mean basic, it’s getting to the minimal essence of the thing we are creating, leaving only its core. This takes time and
energy, as this is an iterative process, it’s also a lot of fun, of course, but it is a challenge. We are not building things to last forever, we are looking for what is
working, and relevant for now. This means we change our processes all the time. Even processes like performance review.

Another key challenge is navigating change itself. Change today isn’t what it used to be—it’s faster, messier, and often unpredictable. It requires us to unlearn old
ways of thinking and co-create new ones that align with the realities of this moment. This is as much about shaping systems and structures as it is about
creating space for people to come together and dream and build. It’s about fostering trust, alignment, and joy in a way that empowers everyone to contribute
meaningfully while feeling connected to something bigger than themselves. This is why we are always on the look for new practices. I find that the Dialogic OD
sphere, large group interventions like Open space, Art of hosting, and trust-based organizations or Theory U, are our arena to play in.

Lastly, as we think about culture holistically, there’s a constant need to balance short-term demands with the long-term vision of who we want to become as an organization. It’s about helping people feel the immediate impact of their work while staying focused on the bigger picture—building a culture that evolves with us but still feels distinctly and authentically “Lusha”. Keeping the vision in mind, and “holding onto it” for the whole organization, in face of everyday needs and challenges, is not easy.

Next, let’s understand your journey from the challenge to the Lusha/Innovisor partnership:

RSL: What organizational challenge led you to seek Innovisor’s expertise?

MYM: One of the main challenges that led us to seek Innovisor’s expertise was our need to break away from the traditional diagnostic, hierarchical approach and
focus on a more holistic, dialogic perspective. We wanted tools and a mindset that would align better with our approach to organizational development.

We realized that understanding the full network within the organization is key, rather than just looking at it through a top-down lens. The power isn’t just in the
formal structure—it’s everywhere across the company. When we only focus on the organizational chart, we miss out on a lot of the story. What Innovisor helped us do was map out the network and understand how information, influence, and collaboration flow throughout the organization. By doing this, we could identify
areas where things were working well and areas that needed a little more focus or improvement. This approach really helped us see the whole picture and
approach organizational growth more strategically.

RSL: Which insight or insights from your yearly diagnostics surprised you the most?

MYM: In the first survey we did with Innovisor, we were mainly blown away by the network itself and the dense collaboration of siloed islands, it revealed. With the second survey we were initially surprised that over time we started becoming more siloed. After some thinking it made sense to us as some teams needed to
focus inward, due to new leadership or refocus of the business. This insight helped us understand the context better, and calibrate our expectations, on how and with whom they collaborate (when you need to focus inward it’s natural that you have less capability to collaborate outside of your organic department) and essentially give more time to the teams to regroup.

Another surprise was the variance in the experience people have across different areas of the organization—specifically in work-life balance. We noticed gaps that
hadn’t been visible before. For example, there were differences between units that were giving global services but were not a global function per se or difference
between managerial levels, that as you go up the ladder you work harder and more hours.

We also discovered that our managers are really central to the network. They act as energizers and communicators. This was something we knew instinctively, but
now, with the data to back it up, we’ve realized how crucial it is to invest in managers as key players in the network—they can really drive significant change.
What’s most valuable about the ONA is that it provides data, not just gut feelings. It means less time spent explaining ourselves as HR because it speaks a language that resonates with managers, especially as we are a data company, and everyone loves data here. What we were used to sense before, we now know for sure, and it’s clear for everyone to see.

RSL: Can you share specific examples of how you’ve translated the insights into concrete organizational initiatives?

MYM: One of the key insights we gained was the centricity of our leaders, from all managerial levels, across our network. This really sharpened our focus and made us realize that if we work with the managers’ network, we can have a huge impact on the organization. So, we started thinking of our managers as a community, essentially creating another network within the larger one.

We invested more in leadership-specific initiatives like summits, cross-team interactions, and steering committees. These are all great ways to bring together leaders from across different levels and departments to have a real influence on the system. The managers’ network is so important—it spans across hierarchies and departments, and plays a major role in driving change and in driving our culture.

This is another step of us redefining the way we are doing things in Lusha, as this means that although we have managerial levels and hierarchy to some extent – we need all of them moving together to move forward. We communicate and learn in eye-level, non-hierarchical ways. We also defined that our Leadership development plan for this year will be built around needs and not managerial level or business units. Therefore, we have 4 personas -All managers, New to Lusha managers, New to managing, and Managing managers. These categorizations made a lot of sense to us. We are getting more and more feedback from participants in these events on how important and meaningful it is for them that they all share the same experience and learning together, even more than the content of learning itself.

Now, let’s understand the collaborative experience:

RSL: What moment in our partnership particularly stands out as meaningful or impactful?

MYM: Working with Innovisor has been a pleasure every step of the way. Your team operates with integrity—you don’t oversell or overpromise. The process is fast and effective, with actionable results delivered in just a few days. It’s been incredibly refreshing to partner with such professionals.

RSL: How has Innovisor’s approach influenced your way of driving organizational initiatives?

MYM: As a department that strives to use the most innovative tools in the Dialogical, Participatory, Co-creation OD arena – we feel that Innovisor gives us a
great solution. We use the ONA survey as one of our sensing tools, and we share the results in full transparency with all Lushians. This by itself creates a shared
understanding of the reality, a call to action and builds even more trust between the organization and its people. Once shared it’s not only the HR or Leadership
role to improve collaboration or any other issue that was apparent through the survey, but everyone’s on the network job, so we have great engagement from
the start.

RSL: If you were having coffee with another leader considering working with Innovisor, what would you want this leader to know?

MYM: If I were having coffee with another executive, I would tell them that Innovisor is a tool that helps you see the full, unfiltered reality of your organization.
It gives a voice to every single person in the company, which is invaluable for understanding the true dynamics at play. The insights you gain from it are incredibly comprehensive, and the team at Innovisor are real professionals—they’re great partners to work with. They really help you bring out the most important perspectives and enable meaningful change