How to Break Through the Influence Blind Spot
This case tells another story of how CEOs and transformation executives react when discovering their true change catalysts.
This case tells another story of how CEOs and transformation executives react when discovering their true change catalysts.
Pick Your Battles! How to Make Data-Driven Decisions as CEO Our client recently became the CEO of a 300-person organization. He was ready to turn things around. However, there was [...]
Ready or Re-group? – The Story of Two Change Journeys At Innovisor, clients turn to us at all stages of their change journey. Some are just getting started, some are [...]
30% Improvement Achieved at a Leadership Seminar The leadership team was flagged multiple times as a matter of concern through engagement survey results and informal employee feedback. It was time [...]
Back to Normal After the Storm? Some events cannot be anticipated, after a pandemic, we can all agree on that. Yet, they can have an enormous impact on organizations. From [...]
CHRO's Must-Win Battles Against Declining Connectivity and Growing Fragmentation Every year, a forward-thinking and committed Chief Human Resources Officer (CHRO) uses the People Connectivity Accelerator to understand and act on [...]
Get to know the unknowns! It requires a joint effort from multiple actors to achieve positive societal change. Everyone must be committed to the cause, from governmental institutions to for-profit [...]
Driving Culture Change in a Large-Scale Blue-Collar Environment A prominent global company had 10,000+ people working across various locations. Their people were on the road, in the shops, and in [...]
Resistant Change Catalyst?! Now what? Our #THREEPERCENTRULE algorithm has helped countless clients identify their informal change catalysts. Not a single executive has guessed the name of an informal catalyst. They [...]
The Fastest Way to Maximize Your Ripple Effect! The key to a successful change project is a bottom-up and people-first approach. That’s why an executive of a 3500-person company reached [...]