Case Studies
Summary
Why
A manufacturing company faced the challenge of enhancing the culture, and improving collaboration, among its mixed-generation engineering group.
How
Seity conducted a KES Network Analysis™ to look deeply into the team’s inner workings. The assessment uncovered and mapped the true story about what was happening to impede collaboration.
What
The manufacturer learned a group of its Millennials was not sharing knowledge with Traditionalists, Gen Xers, or even amongst themselves, but only with Boomers. This pinpointed a need for future collaboration improvement initiatives.
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Summary
Why
The acquisition of two companies in two years taxed Global ABC’s ability to integrate the companies’ workforce and cultures. How could they effectively create and leverage new products, when only two managers truly connected the organizations, and ineffectively at that?
How
Global mapped the information flow in each, and between, the companies, using a KES Network Analysis™. The assessment identified key players on both sides who could influence their teams to improve decision-making, encourage collaboration, share strategy and nurture innovation.
What
Following through on the findings from the KES Network Analysis resulted in increased revenue from existing products, major earning contributions from newly developed products, reduced operating expenses, and appreciably increased employee engagement.
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Summary
Why
With a well-intentioned sales team pushing “one-off” products for their customers through the engineering process, a high-tech company started losing revenue. The management team could not pinpoint the problem, and started blaming others for creating confusion, miscommunication and risk to customers.
How
Seity Insight obtained input from the senior management team to determine pertinent questions. Employees spent an average of 15 minutes of their time to answer online questions. With a follow-up discussion with the engineering team on context, the KES Network Analysis™ provided in-depth information showcasing specific areas of action needed to improve the product-development process.
What
Organization-network mapping showed that the five-person product development team could not service the demands from sales. It also made obvious the need to reduce levels of management and increase the number of hands-on workers to complete the needed work. Bottom-line, it helped them realize their own structure was getting in the way of their growth.
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Summary
Why
A retiring CEO in a medium-sized financial services company initially used traditional succession methods to choose the company’s next CEO, making the decision based on his own subjective evaluation and knowledge of his direct reports. But, he promoted the wrong person. This decision, forced him to return to save the company and pick another successor.
How
To prevent the same mistake from happening when he chose a secondary replacement, the CEO relied upon a KES Network Analysis™. It captured the network connections of the executive team, and offered objective advice on how to correct the situation so he did not make another wrong choice.
What
The KES results helped clarify what was happening within the organizational network and allowed the CEO to more quickly correct the company’s leadership problems. With access to the assessment’s informed, objective information, he was able to pinpoint exactly the executive whose role and connections vitally impacted the organization, and would serve as the best successor.
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Summary
Why
What do you do when your organization includes separate operating companies with a common corporate history, yet none of its individual company cultures and strategic plans are coordinated across the whole organization? What if the situation involves numerous leaders, each with their own style of managing their company’s culture, yet few bring strategic-thinking skills to the table, at least beyond their own company boundary? With no hard data to show senior management what’s really going on, and outside economic factors causing change, does this situation seem insurmountable? Would you find it hard to wrap your mind, let alone your business practices, around it?
How
Seity involved one hundred and twenty leaders across the organization in the analysis. This included a meeting with senior executives to define questions, and cost only an average of fifteen minutes of other employees’ time to answer them. The online survey stayed open for two and a half weeks, and reached a 100 percent response rate.
What
Seity received many favorable responses from the leaders. Most of them expressed excitement at having access to objective data to help them sort through intangible information which, before, they could manage only through intuition. They appreciated working with a scientifically based process offering leverage points/details on how, where, and why to make changes in the organization.
The ONA assessment helped Company X make the intuitive, scientific. It made the company’s culture visual by identifying key players who could either hinder or advance efforts, and helped management understand what actions to take.
What about your strategy? Are you confident it’s moving you in the right direction?
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Transformational Change in a Traditional Organization
Summary
How a Fire Department used Organizational Network Analysis (ONA) to understand the depth and breadth of their workplace culture, institutional knowledge, and leverage points to mitigate the risk imposed by a 65% reduction in force due to retirement.
Why
A fire department was facing a devastating workforce exodus resulting from an aging workforce that will cause 65% of the firefighters to retire over the course of 5-7 years.
How
The Fire Chief felt pressure to find methods outside of the usual hiring, training, and promotional practices they have used when the workforce was stable. At the same time, the Fire Chief wanted to sustain the quality components of workplace he had instilled since his tenure. Seity Insight was hired to analyze the situations from a systems perspective with a focus on organizational effectiveness. The first step was to conduct an Organizational Network Analysis.
What
The ONA revealed an in-depth understanding of how the firefighters interact and express their workplace culture and values. The diagnostic enabled Seity to interpret the organization’s overall behavior, identify the culture carriers and change agents in the organization and develop projections of how the culture would change over the 5-7 years. The fire departments started making change immediately and deployed several initiatives.
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Are you going through transformational change
Contact Seity insight at info@siety.com for a free consultation to help you find ways to manage it effectively and with objective data
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