Founded more than 130 years ago, this client is the oldest produce manufacturer and distributor brand in its category, and a leader with operations in Europe, North, Central, and South America. Leaders of the North America JV division were tasked with evaluating company policies and organizational network analysis and design to adjust the short- and long-term working models. As part of that evaluation, the business also wanted to assess performance management processes so that the organization could operate at its highest potential.
Clarkston Consulting worked with senior executives to design and execute an Organizational Network Analysis (ONA) assessment that visualized the formal and informal collaboration patterns across the company. The assessment captured individuals’ sentiment on performance management processes, remote working norms, and key network relationships to understand how the organization works beyond the formal organizational chart. As an outcome of this assessment, Clarkston and client leadership reviewed the results and determined actionable recommendations to design their future working model to fit employee needs.
The primary objectives and goals for the organizational network analysis team included determining the tools and resources that employees need to effectively work remote, identify individuals across the organization who have high workplace influence and can be change agents for transformation intiiatives, and gather insights on performance management improvements to increase satisfaction and engagement under a hybrid virtual/onsite working environment through organizational network analysis.
To achieve the objectives set by Clarkston and the client the resolution was to survey the entire organization to gather information on work-from-home preferences, performance management and working relationship sentiment. The organizational network analysis team set to analyze survey data and generate unique network diagrams to visualized the informal relationships hidden beneath the company’s functional and organizational chart. As a result, they identified bottlenecks across the organization that were tied to decision making and in short recommended the senior leadership team enable greater autonomy to others for decision making for the company.