Everyone Does Something Else Right: Underpinning Knowledge Sharing in Organizational Transformations

  •  Jan van de Poll    
  •  Yang Yong    
  •  Li Chen    


In organizational transformations, it’s usually the entire organization that has to change. Employee polls can be used to get an objective view of the state of the organization and help give managers and employees something back. Employee polls garner the crowd's wisdom, gauge the present energy, and help with strategic decision-making. Only a few studies have analyzed the translation of the overall organizational strategy into personalized advice for every manager and employee: What to improve, how to do it (best practices), and who can help (knowledge sharing). This article aims to address this research gap by using some latest developments in artificial intelligence. We quantified the possibilities for knowledge sharing in 325 organizational transformations covering close to 2,000 teams and over 20,000 employees. Roughly 96% of employees scored at least average on one or more parts of the transformation ‘measuring rod.’ And for 99% of these parts, it made sense to share knowledge among the employee polls’ respondents. Potentially, an organization might score close to 10 out of 10; it’s just a matter of connecting the dots. In summary: everyone does something else right.

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