Moral Licensing

Main Screen Video

OrgAnalytix Platform

How well do you know your team?

Are there hidden “Accelerators” or “Bottlenecks” who have undue influence on team performance?

The vast number of team and employee performance training, consulting, and remediation companies are a testament to the complexity of running large teams and organizations. Despite their best efforts, we’ve all seen the following perplexing scenarios at one point or another in our careers:


  • A top performer is promoted to manage the team and their team struggles.
  • Key new hires are ineffective.
  • Talent-rich Teams are unable to drive innovation.
  • Average (and seemingly expendable) performers leave and the Team performance suffers disproportionately to their perceived value.
  • Well-planned transformations are unsuccessful (75% of all change programs fail).
  • M&A integrations are not successful due to cultural misalignments (8 out of 10 fail).


The reasons behind these fails and low performance are often very varied and extremely situational, however, there is a trend and commonality to be gleaned from each of these scenarios — Team relationships are the linchpin that determines whether the team succeeds or ends up as yet another failure statistic.




Employees interact with each other in specific ways in order to meet team goals. These interactions are often not at all correlated to individual job responsibilities or org charts. Rather, they are scenario-based with different relationships established as a response to external “stimuli”, such as social events or changes in the business environment (M&A, restructuring, etc.)

Managers work hard to optimize their teams, but without analytics tools in place, they are often left to their gut instincts and experience to guide them in making the right team decisions, which leaves them vulnerable to biases and imperfect information.

Managers risk making organizational decisions that result in inefficiencies, cultural erosion, and unplanned attrition increasing employee costs by as much as 40%.*

Conventional metrics for analyzing individual performance, determining personality/behavior profiles, and measuring team engagement and morale tell only part of the story. Understanding unique employee relationships, within and across teams, provides the missing piece of the team success puzzle, since these relationships are the manifestation of those personality traits. Without this understanding, managers risk making organizational decisions that result in inefficiencies, cultural erosion, and unplanned attrition increasing costs in total by as much as 40%*.

In addition, employee relationships impact Change Management programs and Transformation projects, where success is highly dependent on efficient communications. A project sponsor or manager’s inability to empower the right Opinion Leaders and Change Ambassadors within the team not only risks the overall success of the project but can also result in as much as 12% higher project costs.**



Managers who use analytics tools that analyze employee relationships can drive significant cost savings and prevent future unintended team behaviors. In addition, managers can now easily diagnose dependencies, gaps, key bridges, and key employee profiles, while understanding how to leverage employee relationships to minimize unintended team behaviors and ensure team success.

For example, there may be a key employee within the middle management layer of the team who is the “Idea Validator” or perhaps there is a dearth of “Change Sponsors” within the team which is hindering its ability to grow and perform. Understanding these hidden roles that employees are playing helps managers identify ways to enhance performance while leveraging existing relationships or helping foster new ones.

Analytics and decision support tools not just help diagnose the issue, but also can track relationship and behaviors over time to ensure that each employee, and the team as a whole, are all moving an appropriate manner and are evolving towards a structure that ensures sustainable performance.

Pure-play analytics tools drive a lot of decisions in various other functions and areas of a company, from marketing analytics to financial analysis, but are still rarely used in HR related decisions to drive individual and team performance. These analytic measures can be especially potent when combined with solution providers, such a training software, change management consultants, etc.


1 “Retaining Talent: Guide to Analyzing and Managing Employee Turnover”, SHRM Foundation, by David G. Allen, PhD, SPHR, 2008
2 “The High Cost of Low Performance”, Project Management Institute, Pulse of the Profession 2016



A New Way to Improve your Team Performance

Use Network Science measure & assess performance accurately

One of the many surprises, when I entered the field of Operations, was how success is measured for an Operations team. Operations managers or Process Leaders are held to 3 key success factors:

1. How much their team produced,

2. The quality (or error rate) of their production, and

3. The cost-effectiveness of the production.

Employee or Team Management related metrics such as Attrition rate, Employee Satisfaction, or even Training and Development played a role in overall leadership performance metrics, albeit with minimal impact. If the operational metrics did well, the team related metrics were dismissed as irrelevant or assumed to be incorrect. These metrics only seemed to matter when team performance declined, but because of the disparate attention and importance given during “good times”, as an operations leader, it was easy to just do the bare minimum on these areas and myopically focus instead on the Operational metrics.

In addition, the team management related metrics were also primarily seen as HR metrics, not for Operational leaders. This inconsistency creates a two-pronged issue for organizations; firstly, that HR managers are held to metrics which have little impact on their day-to-day functions, and secondly, that Operational leaders who deal with the impact of high attrition, low satisfaction, and inadequate training, are not given ownership or credit for improving any of these metrics.

As the old adage goes, employees often do not leave companies, they leave their managers. And those who stay, often do not stay due to the # of units they did or did not produce, but because they identify with the team and company, and enjoy what they do and whom they do it with. Yet Operational leaders who create and manage teams that have strong trusting bonds are not always celebrated or recognized for those trusting bonds — they are only celebrated when their team eventually demonstrates higher productivity or quality, which sometimes can take months or years to materialize, if at all. This delay in recognition provides managers with a warped incentive of managing their team for the short-term results, instead of long-term sustainable success.

On the other end, akin to measuring a scorekeeper’s performance by measuring how well the team performed, HR leaders’ success is not always measured by the processes they perform, but rather by broad team related metrics over which they have very little impact. This results in an under-utilized function, whose role is severely handicapped due to confusion on how and what contribution they can make to the team. For example, one of HR success metrics tends to be ‘attrition rate’, yet if an HR manager identifies that key employees are “burning out” due to excessive workload, they neither have the power or the budget to hire more support staff for that team, nor do they have any control over a given employees day-to-day workload.


Operational leaders should be held accountable for the team dynamics they encourage, and the resulting work culture propagated across their teams. Detailed metrics such as Attrition, Employee Engagement/Satisfaction, Inclusivity, and Effective Onboarding and Training should be added as primary success metrics for Operational leaders, not HR departments.

These metrics reflect the realities facing the team on a more real-time basis than how many widgets went through the assembly line — mainly because the effects of a toxic culture or an over-worked team are only seen over the long-term when enough employees leave that the production levels are severely impacted. All too often, by the time this occurs, the culture and team dynamics have reached a point of no return, and it becomes much harder for any subsequent manager to turn the performance around.

However, measuring the employee related metrics, especially if captured multiple times a year, will allow managers the insight into the drivers behind team performance, and provide them with enough lead-time to correct course and ensure the right talent is retained and developed for continued success.

The employee engagement and attrition metrics are also similar to balance sheets on the financial side — they are accretive and provide a view on the team at a specific point in time, taking into account all the prior activities, instead of just a snapshot of a certain period (such as monthly or quarterly production metrics). This additionally provides insight for the leadership to ensure that their actions are in fact leading to consistent improvement for the team performance, not just a short-term jump in productivity or efficiency.


Employee Related metrics are often seen as capturing the “soft” side of performance and are duly discounted as being hard to measure and even harder to impact. While there are a lot of tools that do measure and try to gauge sentiments and opinions of employees, there are new and innovative ways being developed that actually marry these same sentiments with hard data on actual interactions and relationships between employees. These new tools help leaders measure and gauge how the team is feeling about the company and the work they do, but also understand the most likely root cause for these sentiments and how to effect quick change in the team and improve their performance.

Relationship Network Analysis, or Organizational Network Analysis, has been a field of study and research for more than 3 decades in the academic community. This fascinating field looks at how employees in an organization interact with each other in different scenarios (e.g. social vs. mentorship vs. knowledge sharing) and work to identify patterns of behavior and gaps in networks that can make the network, i.e. the team, as a whole operate more efficiently.

While this field of study has focused on interactions between employees, an equally fascinating industry of employee engagement surveys has popped up over the past 2 decades that purport to measure exactly how an employee is feeling about the organization. This industry has spawned multiple large companies, with to be more than $1B in annual revenue, and is one of the fastest growing sectors within what is considered Human Resources Tech or People Analytics field. These new innovative tools have made it relatively painless for the HR manager to “take the temperature” of an organization at any given time. The only major limitation to these surveys is often just the ‘survey fatigue’ from answering an average of 80+ questions per survey. The length of the surveys is due to their inherent design of using one-sided questions to determine the context behind the sentiments being articulated. While these surveys are very efficient in gauging the sentiment of the employees, their format does not often capture the organizational context of the sentiments, and neither do they fully identify the root causes behind the team performance and behavior.

This is where tools such as OrgAnalytix fit in. Their innovative combination of Organizational Network Analytics with Employee Engagement surveys help managers actually understand the causes behind the issues highlighted by the team, and the fastest, least disruptive way to correct course and address these issues. For example, finding out that 40% of your employees are not satisfied with the level of training provided is great information, but not immediately actionable. Even breaking this down to which gender or which functional team they are part of doesn’t show managers the cause — it just allows for a granular break out of the results. Instead if managers are told that employees are unhappy because they are not connected with the key knowledge sharing hubs in the company, and are on average 3 degrees away from the knowledge hub, then managers can start focusing on how to help knowledge flow more efficiently across the team, so employees feel that they have the right information and training they need to succeed. Without the network analysis, managers would have interpreted the results as more investment needed in training programs. In fact, the true root cause was not training program investment but changes to specific knowledge sharing and communication flow pathways.


Unlike Traditional Engagement surveys, network analysis data is gathered via a simple name selection method where employees have to select the names of their colleagues whom they go to for specific information or roles. They then have the option to then rank their selections. This simple process is augmented by some basic sentiment gauge type questions, such as ‘would you recommend this company to your friend’ etc.. Since the network portion of the tool already captures the context behind the responses, the sentiment related questions can be focused on the general feelings and opinions of the employees hence do not have to be as copious and intensive. This process is less taxing on the team while providing managers with more details, context, and root causes behind the employee related metrics.


This simple method of gathering data goes through several different machines for analysis. Firstly, the data collected becomes completely anonymized to protect the identities of the employees and their responses. The data then gets converted into network maps, one for each ‘Name Selector’ question asked. These network maps go through a variety of machine learning models which identify the roles and network/team dynamics articulated by the team. The ‘Sentiment’ and other Org data is then overlaid on to the network maps which is then analyzed and presented to each manager / the leadership team member, as appropriate for the organization. Any action plans and next steps are entered into the tool directly by each manager and used to track progress for any subsequent analysis completed for the team.


Engagement surveys are not the only tool that this type of analysis can replace. Another facet of the tool is to use these network analysis maps to conduct 360º reviews or understand how Inclusive your team is with regards to diverse employee backgrounds, etc. In addition, this tool can help managers understand which employees are most “in demand” by the rest of the team for certain team-related activities such as mentorship advice or training/knowledge share. Understanding this ‘intangible overhead’ can help managers be more effective in resource management and workload balancing and identify those ‘burn out’ or ‘hidden gem’ candidates faster.

The 3 additional features and applications of this analysis are as follows:

1. Replace your biased 360º Review Process

  • When this tool is used for 360º, we anonymize the names of the people who chose an employee but display the objective “review” on that employee from the rest of the organization.
  • BENEFITS: Because this tool does not limit the responders to just the direct line colleagues, or those chosen by either the manager or the employee themselves (which creates a selection bias in the data), this process is akin to a crowdsourced review on every employee.
  • This analysis also separates out the various roles that an individual would play within any team, such as that of Mentor, or a Cultural Ambassador or an Information Courier. This, coupled with the unique rating mechanism built into the data gathering system allows for a multi-dimensional analysis of every employee in the team.

2. Attract and Retain the Top Talent, including those from Diverse Backgrounds

  • The network maps and sentiment questions asked of the team can be modified to gather data specific to the inclusion, innovation, and sponsorship that employees feel within the organization.
  • Once the data is gathered, we then overlay any categorical information on gender, ethnicity, background, etc.
  • The analysis results will also focus on idea generation, support, and sponsorship of new ideas, and help managers track where and how new innovative ideas are being circulated and vetted and if there are any roadblocks preventing innovative ideas from being implemented.

3. Strengthen Accountability and Trust

  • This analysis helps managers understand the demands that the team and other members of the organization place on each employee, and understand if those demands pose any operational risk to the team.
  • Similar to the 360º review process, while we share the demands placed by the team on an individual, we would mask the identity of the selectors, thereby giving managers an anonymous view on how the team really interacts with each other and if they rely on one person more than the other.


Managing your organization for long term success means Operational metrics have to be updated to include the ‘Employee-related’ metrics, which have been heretofore erroneously been measured as HR metrics. Operational managers, however, need tools and analysis that are data-driven, actionable, and do not create a large overhead for the team. Despite the boom in People Analytics in recent years, managers are still left with a metaphorical Thermometer to measure and help correct complex organizational issues such as motivation, innovation, and collaboration. New innovation which marries the field of sentiment gauges with powerful organizational network analysis can help operational managers understand, assess, and track progress and understand the context around employee behavior, leading to better, more timely decisions for the team.

Learn more at or



Why Team Chemistry should be a Manager’s #1 Priority

“Successful teams are all alike; every unsuccessful team is unsuccessful in its own way.”

This line modified for business contexts, from Tolstoy’s Anna Karenina, utters a simple yet poignant truth in the business world. When we look at how successful teams operate, they all have some basic things in common — their team members seem to come together, despite different backgrounds, skill sets, and personalities, to operate in concert with little conflict, are supportive of each other, and successfully achieve the common goal. They have, in other words, strong team chemistry.

Unsuccessful teams or teams lacking Team Chemistry, on the other hand, tend to deteriorate at various seams and display a variety of big and small issues — Some teams made up of talented problem solvers cannot innovate, while other teams tasked with carefully planned Transformation projects cannot successfully implement change or achieve higher productivity. More than 80% of mergers and acquisitions between two teams fail to achieve greater results as a combined unit. Even more mysteriously, in some teams, employees deemed as ‘Average’ or ‘Below Average’ leave the team, or are terminated by the manager seeking to drive greater productivity, and the performance of the remaining team sinks lower and crumbles completely.

Unsuccessful teams, or teams lacking team chemistry, on the other hand tend to deteriorate at various seams and display a variety of big and small issues


So what is this ‘Chemistry’ and how can leaders harness this to achieve results?

Managers and leaders have long addressed the issues faced by unsuccessful teams, by seeking to correct the symptom that is displayed, such as improve likelihood of project success by implementing Change Management tools like OCM, or conduct an Employee Engagement surveys to help stem the attrition of talented employees, or enhance innovation through collaboration/communication software.

Unfortunately very few of these tools have a lasting sustainable impact on team performance, mainly because they only focus on one of the many possible symptoms of the team malaise — without addressing the main root cause, i.e. Lack of Team Chemistry.

Team Chemistry has long been argued as the main responsibility of a sports team coach and is often the driver behind a variety of the coach’s decisions, such as whom to name as Team Captain, or which players to recruit. Successful coaches make team chemistry a priority and make decisions to enhance the chemistry, resulting in their teams being more focused on operating as a single unit, vs. a group of individuals with disparate priorities.

How is Team Chemistry measured?

Business leaders also face similar decisions in managing teams, yet Team Chemistry is rarely looked at as a priority for the manager. All too often the leaders and related business tools are focused on individual development and contribution, with few, if any, tools around team behavior or team chemistry. Furthermore, team chemistry is often confused with Company Culture. While Company Culture defines the environment that employees work in through specific policies, company mission, value statement, etc., Team Chemistry is driven by interactions amongst the employees and relationships they foster with each other. These relationships influence how employees act and react to change, where they seek information or advice when facing challenges, or simply how a team gets its day-to-day tasks done.

Team Chemistry is driven by interactions amongst the employees and relationships they foster with each other.

What are some actionable next steps to enhance Team Chemistry?

As with any scientific analysis, team chemistry can be managed through a customizable recipe for each team. The ingredients (i.e. employee skills) follow a specific order and methodology to mix together (i.e. Company culture) which then form specific bonds (i.e. Employee relationships) to deliver the results. While several tools in the market will help managers identify and measure employee skills and personality traits, or understand and track Company Culture, OrgAnalytix is the only tool in the market that focuses on Employee Relationships and applies two layers of algorithms to the relationship data to extract tangible Team Chemistry diagnostics and analysis.

OrgAnalytix gathers data via a 5-minute 6 question survey of the employees within a company. This questionnaire is focused on very specific interactions and scenarios and asks very simple non-invasive questions, and responses to which are then collated and visually displayed as a chemistry map of the organization. OrgAnalytix and business leaders can then use the maps and the automated metrics to analyze the relationships and interactions that employees have with each other and identify leading and lagging indicators on behavior, or the root causes behind team performance.

Like any recipe, the next steps for each organization differs based on their specific formula — while some may be missing key ingredients (skill sets and roles), others may need to change the way the employees mix together (Company Culture and policies). Still, others may have a well balanced successful team seeking to grow exponentially, hence needs to capture the formula currently in place to ensure team chemistry doesn’t deteriorate. OrgAnalytix tool provides leaders a holistic view and transparency into the root cause of team dynamics, and the ability to address any gaps or concerns in a timely and precise manner.

For more information, please email us at


Manage the Forest, NOT the Trees


Current methods and tools in place for managers tend to assess each employee separately and seeks to pull out their discrete contributions, personalities, and behavioral tendencies. None of the tools, however, allow the manager to see the proverbial forest, they only see the trees. Teams, as managers are intuitively aware, are not just a collection of individuals or skills, but rather a distinct entity that is created by the way the team members interact with each other and the relationships they foster. The results and performance of the company are often less dependent on an individual’s skills or personality or psychological profiles, but more on whether they can influence and drive the team to act together and deliver on the goals and expectations.

The results and performance of the company are often less dependent on an individual’s skills or personality or psychological profiles, but more on whether they can influence and drive the team to act together and deliver on the goals and expectations. This team behavior is dependent on one powerful, yet intangible, metric: Team Chemistry. Team Chemistry is defined as “composition of the team members and their relationships with each other”, with 2 distinct inputs: 1) Skills sets & capabilities of the team members, and 2) the Company Culture (the workplace environment and related policies set up to cultivate relationships among the team). These two ingredients are clearly important, but they do not predict the outcome of the collective team.



Conventional tools used by managers address each of these two inputs separately, yet none measure and assess how they both come together to develop relationships (the “Team Chemistry”). OrgAnalytix, a SaaS based solution, is entering the team management market by offering business leaders a simple yet powerful tool to measure Team Chemistry while understanding how to enhance the relationships to better drive company performance and profitability.

What OrgAnalytix Brings

The OrgAnalytix tool works with executives and/or HR managers to collect and digitize specific relationship data across the team members. The data collection process takes 5 minutes per employee and can be customized to collect data related to the specific challenges faced by the businesses. Once the interaction and relationship data is collected, it goes through the Analytix tool, which applies two unique layers of algorithms to enrich and analyze data collected from the team. The Analytix tool displays the relationship data in a variety of different views, including maps of employee networks based on important business scenarios. Leaders use these visualizations as well as network and organizational metrics to understand leading and lagging indicators of team performance, assess Team Chemistry and how it drives team behaviors. In addition, OrgAnalytix overlays the organizational reporting hierarchy onto the relationship data so managers can dig deeper into their specific team and sub-team chemistry, optimize the “Spans of Control” of their managers and ensure any clogged communication lines are addressed.

How can this Analysis help Your Team?

Manage your teams in the most effective manner, by assessing not just individual performance and personalities, but also how the team behaves as a unit. By using OrgAnalytix, leaders can view and assess the existing relationships among their employees and then address any gaps through the 2 drivers of Chemistry, skills and culture. OrgAnalytix enables leaders to make those decisions in an informed and targeted manner, by isolating exactly which aspect of Team Chemistry should be modified to achieve desired results (e.g. skills training or cultural norms corrected) instead of making blanket decisions around Company Culture or recruitment of certain Employee Behavioral profiles.

Sustainable success is only possible through understanding not just how well the Trees are doing, but also viewing and understanding how well the Forest and its related ecosystem works.

For more information email me at .


Can You Predict Your Team’s Success?

Conventional tools used by managers and leaders to enhance their team performance tend to fall in two key categories: enhancing individual contribution or addressing a specific failure or pressing issue facing the team, such as project management or lack of innovation.

However, teams are not just the sum of the individuals on the team, nor do they operate in functional vacuums where they distinctly only fail on one specific objective, while excelling in all other team goals. The specific issues facing teams tend to be just the most visible symptoms, which have bubbled up to impact performance, yet several underlying interconnected issues often remain unnoticed and unaddressed, leading to unsustainable and often unpredictable team performance.

Teams are not just the sum of the individuals on the team, nor do they operate in functional vacuums where they distinctly only fail on one specific objective, while excelling in all other team goals.

Why is Team Performance so hard to predict?

Teams are made up of people who come together to achieve a common goal, and in the process, create an identity and personality that is very distinct from the personalities of the actual members of the team. It is through this team cohesion that interdependent team activities are conducted, and team objectives met.

Unfortunately, the tools widely used to lead a team to success do not address this team identity, depriving the managers of the ability to correct underlying foundational issues for the team to achieve sustainable successful team results.



So, what creates this Team Identity and Team Personality?

When any two people interact with each other, they instantly have a chemistry between them, which brings out different qualities in each other. This chemistry defines the partnership dynamic and is the main driver behind how the individuals behave when together.

Teams of people, similarly have a chemistry that is formed as soon as a group is put together to work towards achieving a common goal. This chemistry drives the team performance and when done correctly, ensures that the appropriate skills and personalities of the members are utilized in the most efficient and effective manner. In fact, looking across a successful team in all fields, positive team chemistry is a consistent theme that defines and drives performance

Team interactions can also have a negative impact on the team performance — if the chemistry is somehow not quite correct, a talented, extroverted employee may become more reserved and guarded while an introverted team member may burn out due to the team’s heavy reliance on social events to adequately engage with the employees.

How then do Leaders assess and manage this Team Chemistry?

OrgAnalytix has developed a revolutionary tool to help managers look behind the curtain and see how their team(s) really work together, while also predicting how teams will behave and respond to any changes in an organizational structure.

The OrgAnalytix tool works with executives and/or HR managers to collect and digitize specific relationship data across the team members. The data collection process takes 5 minutes per employee and can be customized to collect data related to the specific challenges faced by the business.

Once the interaction and relationship data is collected, it goes through the Analytix tool, which applies two unique layers of algorithms to enrich and analyze data collected from the team. The Analytix tool displays the relationship data in a variety of different views, including maps of employee networks based on important business scenarios as well as in contrast with Org Chart models.

Leaders use these visualizations as well as network and organizational metrics to understand leading and lagging indicators of team performance, assess Team Chemistry and how it drives team behaviors.

OrgAnalytix overlays the organizational reporting hierarchy onto the relationship data so managers can dig deeper into their specific team and sub-team chemistry, optimize the “Spans of Control” of their managers and ensure any clogged communication lines are addressed.

Using OrgAnalytix Analyses to Measure and Utilize Team Chemistry

The Analytix tool provides a clear snapshot of the existing team, interactions between team members across important business scenarios, and illustrates vulnerabilities to address, as well as strengths to exploit.

This unique visibility into the underlying dynamic forces driving team performance allows leaders to effectively optimize their team skills, create efficient decision support structures and policies to build sustainable and successful teams.

Please contact for more info, or visit



How to Make Precise Decisions to Enhance Productivity & Innovation

Most managers spend majority of their time and energy focused on their teams and employees, and their decisions, both big and small, have a strong impact on their team’s performance and the level of an employee’s engagement within the team. These decisions are supported by conventional tools, such as performance reviews and employee engagement surveys, but mostly rely on the manager’s gut and instinct and their ability to understand the true underpinnings of their team.

A manager leading a small team with well-entrenched employees and low attrition has a high chance of understanding the inner-workings of their team. However, managers in today’s market, with large and increasingly mobile, global workforce, who do not rely on physical proximity to develop strong relationships, are finding it harder to fully grasp the complex informal structures and undercurrents that drive employee behavior and team performance.

The lack of transparency leads managers to make decisions around their teams, such as hiring, promotions, or reorgs, that have highly disruptive and unexpected ripple effects, which then create a downward spiraling loop where managers address ripple effect issues through an iterative process of reorgs, hiring, or firings. This then results in an organization in a state of constant flux, and often worsens the team performance symptoms that were initially meant to be corrected.

Such iterative and ‘whack-a-mole’ processes around org decisions are wasteful of valuable time and most importantly distract the leader from focusing on strategic decisions on customers, products, or innovation. OrgAnalytix, a next generation Team Management tool, has developed an easy and fast way for managers to see the inner-workings of their teams, so that they can make precise decisions to enhance team productivity, innovation, and employee engagement, with minimal disruption and risk to team operations.


OrgAnalytix conducts Team Chemistry analysis which, for the first time, incorporates both Employee information on skills, experience, and personalities, with data on relationships and interactions that employees have with each other. OrgAnalytix algorithms convert this data into an Org Inner-Workings Map which can then be used in the following 3 ways:

  1. Conduct risk assessments on teams, impending projects and changes, such as reorgs or M&A integrations, to understand sustainability of the changes as well as potential vulnerabilities and threats to successful implementation.
  2. Provide actionable roadmaps for key organizational objectives, such as growth planning or re-structuring the management team hierarchies to better utilize employee skills and talent.
  3. Filter and Convert data from existing tools, such as engagement surveys or workplace cultural assessments, into specific root cause and actions.

The Team Chemistry analysis also provide potent assessments at an employee level to allow employees to proactively manage their careers through uncovering their hidden informal roles within the team and their level of influence on team members. This transparency can then be harnessed into more targeted training and performance reviews, as well as result in appropriate changes to formal roles and decision rights.


Find out more about how OrgAnalytix can help you make targeted and precise org-related decisions by visiting or emailing us at