Understanding the true dynamics of how your organization interacts, passes information and communicates allows you to identify who is key to your organization’s success and also which groups may be inadvertently blocking it. This information is central to meaningful organizational change, but unearthing it can often be a challenge.
At the Trivista Group we have the tools you need to harvest the relational information that underpins the performance of every team and division. We’re proud to partner with Keyhubs® www.Keyhubs.com, - cutting edge software that enables the mapping and analyzing of your organization's communication channels and connections.
We give business leaders a new and illuminating perspective about their organization beyond the traditional top-down hierarchy. The efficient, unobtrusive online system uncovers the tapestry of workplace relationships that largely dictate how work gets done. Our approach is revolutionary in that it enables information that was previously hearsay and intuition to be rapidly and concretely documented – Allowing you to protect key roles that are central to performance and identify the waste and blocks that stifle an organizations ability to be efficient.
Combining interactive experiences with our state-of-the-art mapping and application software, Keyhubs® provides our clients with insights around human connection that surprise, enlighten and transform.
Trivista is ready to help with difficult organizational challenges, including:
- Health of the organization - down to the team and individual level
- Communication channels and how information is transferred
- large-scale change initiatives, planned or due to unexpected / Black Swan events
- Organizational realignment
- Due diligence and post-acquisition integration projects for Mergers and Acquisitions
- New executive integrations
- leadership development
- Succession planning
- Cross-functional collaboration
Organizations who have successfully used Key Hubs include Accenture, Medtronic, Thrivent Financial, and the YMCA.
One of the key questions posed to the entire team was this: Who did employees perceive as customer-service role-models? Who consistently delivered superior service, regardless of their position in the organization?
The answers are revealed in the Keyhubs® map shown here. Each node represents an employee in the division. Their selections are represented by out-bound arrows. Employees with a high number of selections (in-bound connections) are larger in size (and influence) and tend to move towards the center of the network.
The one employee (in green) really stands out. She is perceived as a key customer-service hub in the organization by many of her co-workers. When we showed this to the leader (and HR), they immediately rattled off a couple names. “Oh, that must be so-and-so.”
After 7 or 8 tries, they gave up. They had no idea who she was.
No wonder, when Keyhubs® overlaid the network on top of their formal hierarchy (below), you can see that she was buried in layers of management – 4 levels down! Out of sight, out of mind.
Was she appreciated? Did she realize she was such a positive influence? What if she left the company? How could this employee be more effectively leveraged to help create a positive, customer-oriented work culture?
While you ponder those questions, take a look at the map to the side . It stems from the question Keyhubs® posed the same organization around RESISTANCE: Who in the organization actively blocks the forward momentum of new initiatives? Four employees really stood out (in purple). Where were they in the hierarchy?
Need we say more?
What / Who are the reasons for restricting growth in your organization?
These two divergent, but very real scenarios sum up the kind of organizational dysfunction that is common in many corporate environments. When you combine monetary incentives with hierarchy, selfish ambition and territorial dynamics, you get contorted cultures and systems that make progress very difficult.
On one hand, it is difficult for leaders to see this kind of dysfunction at work. They may have a hunch, but their perceptions will be greatly skewed because of their position in the hierarchy. Mid-level managers and lower-level employees see it much more clearly; however, mustering up the courage to name or articulate it for leaders in an unbiased, authentic way can be very hard.
With this kind of insight, the client organization took informed steps in the direction of progress. They reorganized with clarity and purpose. They designed strategies that got to the heart of the opportunity and the challenge.
The division started back on an upward trajectory.
Not all leaders are ready for the “naked truth” about their organization. But the ones that are, undoubtedly come out with insights that surprise, enlighten and transform.
If this story resonates with some of your experiences in the business environment Trivista can give you a real time, bottom-up view of the relationships that are stopping your organization move ahead.