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Case Studies

How a multigenerational workforce of engineers pinpointed a collaboration opportunity using KES Network Analysis™.

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.

To read the full case study: click here

How to find the power networks of employees who make or break a merger/acquisition transaction, using KĒS Network Analysis™.

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 KĒS 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 KĒS Network Analysis resulted in increased revenue from existing products, major earning contributions from newly developed products, reduced operating expenses, and appreciably increased employee engagement.

To read the full case study: click here

How a high-tech company saved a continued dive in revenue by mapping how work actually flowed in its organization, using KĒS Network Analysis™.

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 KĒS 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.

To read the full case study: click here

How a retiring CEO in a medium-sized financial services company finally chose the right direct report to succeed him using KĒS Network Analysis™.

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 KĒS 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 KĒS 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.

To read the full case study: click here

Strategy Silos United.

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 situationinvolvesnumerous leaders, each with their own style of managing their company’s culture, yet few bringstrategic-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?

Company X solved a situation exactly like this by using a KĒS Network Analysis that identified the issue in a period of just over a month.Since the CEO and other leaders did not realize the extent or business impact of the situation, they turned to the analysis to obtain objective data and leverage points, to make changes and influence more collaboration across all operating companies.

How

Seity involved one hundred and twenty leaders across the organization in the analysis. This included a meeting with senior executives to define questions, andcost 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.

Using data compiledover the three weeks following the survey, Seity presented analysis results to senior leaders representing all the companies. In the two-hour presentation, they saw maps showing definitive lines of communication, collaboration, decision-making, andstrategy (see graphic) and; and heard recommendations for next steps and action items. They also identified the key leaders who influenced the organization.

The lack of cross-organizational collaboration shown on the analysis maps surprised many of the leaders, as they thought more involvement and communication was happening. After they could see the objective results provided bythe visual maps and analysis, they admitted the data was accurate and indicated strategy was neglected in their organization as a whole. They were missing business opportunities because they worked independently rather than sharing ideas across their companies.

The CEO requested additional information to provide context and define specificways to take action. Seity then held interviews with many of the leaders to provide context and details. Most of them anxiously looked forward to positive change and additional collaboration across the operating companies, as they knew shared strategies could only enhance business results. The CEO took the information and created initiatives to align the leadership and reduce redundancy, and he developed business plans that included
all operating companies sharing projects and customers.

What

Seity received many favorable responses from the leaders. Mostof them expressed excitement at having access to objective data tohelp them sort through intangible information which, before, they could manage only through intuition.Theyappreciatedworking with a scientifically based process offering leverage points/details on how, where, and why to make changes in the organization.

The KĒS assessment helped Company X make the intuitive, scientific. It made the company’s culture visual by identifying key players who couldeither hinder or advance efforts, and helped management understand what actions to take.

Most companies that use network analysis to assist with strategy, and that properly implement actions based on the results, can expect:

  • To increase their awareness of how strategy is or isn’t shared
  • A visual roadmap of how to get leadership members engaged in strategy
  • Identification of leaders already collaborating on strategy, and others who are important to involve
  • A baseline to balance tactical and strategic plans, and correlate with financial and business plans. This can help increase revenue and business opportunities.
  • Assured alignment among the strategy plans of different operating companies to gain a competitive advantage

To read the full case study: click here