MOBIT CASE: HOW DO YOU USE WHAT YOU ALREADY HAVE?

Balancing a distributed retail organization is quite a challenge. The very structure of the firm makes the expertise and information spread out, capsulated and rarely shared, slowing down innovation, agility and productivity. Before we tried to solve that issue, we needed to see what data showed and how we can use it to our advantage.

JOIN21 performed a network analysis, gathering data points from surveys, workshops and existing communication tools. We’ll walk you through top 3 findings.

 

Each dot represents an employee, colored per branches or departments. The lines between dots show who that employee consults or sends information to. The thickness of the line represents the frequency of consultation. The larger the dot, the larger the number of requests from other people. Let’s see what the analysis revealed.

 

1. Leaders unconnected and distanced, meaning their knowledge wasn’t shared across teams, but remained buried in silos.

 

 

2. A few very central individuals, whose importance slowed down the organization’s communication and workflow. The goal is always for employees to communicate directly, rather than rely on a handful of colleagues.

 

 

3. Isolated silos, or lots of small groups with no or little connection to the rest of the network, only through a few integrators.

 

• We presented the results in a company-wide workshop where everyone got to see their organization as a network rather than a hierarchy. This sparked openness to change.
• We developed ‘Way of Work’ program to build connections between people, leaders, dealers and departments.
• We implemented collaboration platform to improve knowledge flow, and engaged those central people to make the launch successful.
• We connected all employees based on knowledge and work compatibility, creating few expert communities across departments.