This presentation was deliver to Executives' Global Network and provided business leaders and specialists insights on evidence-based #change

1. ©
POWERED BY INNOVISOR – 2017
EVIDENCE-BASED CHANGE
VISIT WWW.INNOVISOR.COM OR FOLLOW US AT

2. ©
HOW MANY OF YOU
 … know the problems faced by your ”frontline” or
value-adding employees?
 … know your most influential employees?
 … appoint change agents or ambassadors?
EXERCISE – THREE QUESTIONS TO START THE CONVERSATION

3. ©
CHALLENGE:
NOTHING HAPPENS BECAUSE
THE TOP EXEC SAYS SO!
SOLUTION:
IT MUST MAKE SENSE AT THE
WATER COOLER FIRST!
EXERCISE – WHAT CAN KEEP TWO PEOPLE FROM INTERACTING?

4. ©
WE ARE ALL LIVING ON DIFFERENT PLANETS!
WE ALL HAVE
UNCONSCIOUS BIASES –
OUR OPINIONS ABOUT
OTHERS ARE SHAPED BY
OUR PAST EXPERIENCES,
NOT FACTS

5. ©
WHICH MAKES US ALL BLIND…
Read the story: How BLINDFOLDED are you at work?
WHEN WE ARE BLIND,
WE MOVE IN DIFFERENT
DIRECTIONS
ACCEPT THIS AND YOU
HAVE A CHANCE OF
CHANGING

6. ©
WE USE ORG CHARTS AND OTHER STRUCTURES TO HELP US…
FROM STAKEHOLDER
MAPPING IN EXCEL
SHEETS TO TRAINING
PROGRAMS BY UNIT,
COMMUNICATION
PLANS AND MUCH
MORE

7. ©
… BUT THIS IS WHAT REALLY TAKES PLACE

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90% OF THE WORK HAPPENS
OUTSIDE THE BOXES IN THE ORG
CHART
90% OF DECISIONS ARE MADE
OUTSIDE FORMAL STRUCTURES
SO, ORG CHARTS HAVE BECOME IRRELEVANT!
Sources: CEB (2015) and The Work Foundation (2012)

9. ©
OK … THEN LET’S USE OUR GUT FEELINGS?

10. ©
NO – DON’T DO THAT!
WHO KNOWS WHAT?
• ONLY 4% OF PROBLEMS
KNOWN TO TOP MANAGERS
• ONLY 9% OF PROBLEMS
KNOWN TO MIDDLE MANAGERS
• 100% OF PROBLEMS KNOWN
TO FRONT LINE WORKERS
Source: The Iceberg of Ignorance by Yoshida, S.

11. ©
• 53% OF EXECS FOCUS ONLY ON YES-SAYERS
DANISH LEADERSHIP ASSOCIATION, 2012
• PEERS ARE MORE TRUSTED THAN MANAGERS
EDELMAN TRUST BAROMETER, 2017
• WE TRIBE WITH PEOPLE THAT ARE JUST LIKE US
INNOVISOR, 2013
• FACE-TO-FACE IS 34 TIMES MORE POWERFUL THAN
AN E-MAIL
HARVARD BUSINESS REVIEW, 2017
WE NEED TO EMBRACE THESE PEOPLE SECRETS, BECAUSE …

12. ©
WE NEED EVIDENCE ON HOW THE REAL ORG LOOKS

13. ©
SO WHO IS IT THAT CONNECT?
COMPETENT
INCOMPETENT
UNSYMPATHETIC SYMPATHETIC
1
24
3
YOU NEED TO
LOOK FOR KEY
INFLUENCERS

14. ©
SOME EMPLOYEES HAVE MORE INFLUENCE THAN OTHERS
Source: Innovisor Diagnostics
#OFEMPLOYEETHATCANBEINFLUENCED
# OF EMPLOYEES IN AN ORGANIZATION

15. ©
REMEMBER THE VIBE OF KEY INFLUENCERS IS CONTAGIOUS
Source: Christiakis et al, 2009
15%
10%

16. ©
… SO WE NEED TO FIND PEOPLE LIKE THE INTROVERT!
“Innovisor presented insights on, who had the
most influence, to the executives of a medium
sized company. And who was this?
It was a lady that had been with the company
for five years. Who had never been part of any
talent development program, nor part of any of
those crucial organizational initiatives that had
been executed in the last five years.
Her influence did not stem from being loud or
charismatic. It came from her ability to listen,
to reflect, and her willingness always to help”
Read more ”Why Introverts Have More Influence” on:
https://www.linkedin.com/pulse/why-introverts-have-more-influence-jeppe-vilstrup-hansgaard

17. ©
… AND THE FRENCHMAN TO DRIVE CHANGE
“The largest business unit in an international oil
company wanted to transform itself from a silo
organization to a matrix organization
The CHRO decided to run a peer-based
identification of influence flows within the
business unit. Who were the employees sought
out for advise? - and who were the employees
energizing their surroundings?
The facts were surprising. The most influential
employee had only been with the company for
four months. It was the "Frenchman".
Read more ”Do You Know Your ‘Frenchman’” on:
https://www.linkedin.com/pulse/do-you-know-your-frenchman-jeppe-vilstrup-hansgaard

18. ©
EXERCISE – WHO WOULD YOU INVOLVE FIRST IN CHANGE?
EVEN WHEN YOU HAVE TWO
SEEMINGLY EQUALLY
EMPLOYEES (A & B), THEIR
NETWORKS MAKE A
DIFFERENCE
DO YOU WANT TO KNOW
THE ANSWER? ASK VIA
TWITTER VIA
@INNOVISORINC

19. ©
CASE – THE RIGHT THREE PERCENT GIVES ACCESS TO THE MANY
Source: Innovisor influencer diagnostics (2015)
#THREEPERCENTRULE

20. ©
CASE – IN THIS CASE NINETY PERCENT
Source: Innovisor influencer diagnostics (2015)
#THREEPERCENTRULE

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IT IS NOT ONLY ABOUT THE INDIVIDUALS - KNOW THE VIBE
UNITED KINGDOM
• HOW DO EMPLOYEES PERCEIVE THE CHANGE?
• IS IT THE SAME PERCEPTION ACROSS THE HIERARCHY, REGIONS, AND BUSINESS UNITS?
• WHERE WILL THE CHANGE FACE THE BIGGEST RESISTANCE?
USA
1. Challenging
2. Friendly
3. Frustrating
4. Interesting
5. Enjoyable
6. Rewarding
7. Busy
8. Uninspiring
9. Routine
10. Exciting
TOP 10 WORDS
1. Fun
2. Family
3. Exciting
4. Challenging
5. Rewarding
6. Friendly
7. Awesome
8. Caring
9. Interesting
10. Teamwork
TOP 10 WORDS

22. ©Source: Klein, M. & Hansgaard, J. (2013)
“TO PERSUADE THE
UNDECIDED SEND IN
SOMEONE THEY TRUST”
THE SENSEMAKING TAKES PLACE IN PEER INTERACTIONS

23. ©
THE 3% THAT DRIVE PERCEPTIONS OF THE GRAPEVINE
Source: https://www.linkedin.com/pulse/influencers-shape-employee-engagement-jeppe-vilstrup-hansgaard
#THREEPERCENTRULE

24. ©
USE THE 3% TO DRIVE THE CHANGE
CHANGE
STRUCTURED
UNSTRUCTURED
FORMAL INFORMAL
Corporate
Communication
Conversation 
Trust
Role Modeling Sense Making
IS THIS YOUR
EARLY
WARNING
SYSTEM?

25. ©
• BE AWARE WE ARE ALL ON DIFFERENT PLANETS
• KNOW YOUR VISIBILITY IS LIMITED
• ORG CHARTS ARE USELESS FOR STRUCTURING CHANGE
PROGRAMS
• NOTHING HAPPENS UNTIL IT MAKES SENSE AT THE WATER
COOLER
• THREE PERCENT DRIVE PERCEPTIONS
YOUR TAKE AWAYS

26. ©
ABOUT INNOVISOR
Innovisor is the recognized advisory within organizational network analysis. It
delivers its organizational diagnostics products and services to clients across
the world. It documented and coined the “Three Percent Rule” for
identification of influencers inside organizations.
The clients of Innovisor include an increasing number of Standard & Poor 500,
FTSE 100, and Stoxx Europe 600-companies.
FOLLOW INNOVISOR ON: Twitter | LinkedIn | Facebook | Innovisor.com
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