Karo Connect: Fast-tracking organisational integration
Karo Connect: Fast-tracking organisational integration
Karo Connect: Fast-tracking organisational integration
Karo Connect: Fast-tracking organisational integration
"The wealth of data from Cophi has given us a baseline for monitoring progress when it comes to integrating values and strengthening collaboration across teams and business units.”
Karin Lindberg - Head of People and Organisational Transformation
Karo Pharma
"The wealth of data from Cophi has given us a baseline for monitoring progress when it comes to integrating values and strengthening collaboration across teams and business units.”
Karin Lindberg - Head of People and Organisational Transformation
Karo Pharma
"The wealth of data from Cophi has given us a baseline for monitoring progress when it comes to integrating values and strengthening collaboration across teams and business units.”
Karin Lindberg - Head of People and Organisational Transformation
Karo Pharma
“Cophi has been a real eye opener – for me personally and for my team. We now have the insights we need to create even closer connections with colleagues across the company.”
Robert Leigh - Country Manager DACH
Karo Pharma
“Cophi has been a real eye opener – for me personally and for my team. We now have the insights we need to create even closer connections with colleagues across the company.”
Robert Leigh - Country Manager DACH
Karo Pharma
“Cophi has been a real eye opener – for me personally and for my team. We now have the insights we need to create even closer connections with colleagues across the company.”
Robert Leigh - Country Manager DACH
Karo Pharma
The customer
Karo Pharma delivers smart choices for everyday healthcare and they own and commercialise branded, original over-the-counter products and prescription medicines. Their products are available in more than 60 countries, with Europe and the Nordic region as our core markets. Karo Pharma is headquartered in Stockholm, Sweden and listed on Nasdaq Stockholm Large Cap. It has been through significant M&A activity expanding rapidly across Europe.
The challenge
Rapid growth through M&A comes with its own set of challenges, in particular, how to get teams, countries, functions and cultures to operate as one. Cultural integration of different businesses and teams can take years but this needs to happen fast for Karo given a continuing focus on both strategic acquisitions together with organic growth.
Why Cophi
Traditional engagement surveys were only telling part of the picture. They captured how people felt, not how the business was working. They needed:
- A quantitative measure of integration and alignment.
- A clear set of actions to improve.
- Leaders with data to drive the change from the bottom up.
- Personal collaboration insights given to every employee.
Traditional engagement surveys were only telling part of the picture. They captured how people felt, not how the business was working. They needed:
- A quantitative measure of integration and alignment.
- A clear set of actions to improve.
- Leaders with data to drive the change from the bottom up.
- Personal collaboration insights given to every employee.
Traditional engagement surveys were only telling part of the picture. They captured how people felt, not how the business was working. They needed:
- A quantitative measure of integration and alignment.
- A clear set of actions to improve.
- Leaders with data to drive the change from the bottom up.
- Personal collaboration insights given to every employee.
Traditional engagement surveys were only telling part of the picture. They captured how people felt, not how the business was working. They needed:
- A quantitative measure of integration and alignment.
- A clear set of actions to improve.
- Leaders with data to drive the change from the bottom up.
- Personal collaboration insights given to every employee.
How Cophi worked
With a short setup process that took only a few hours to get the customer data into the Cophi system we were ready to run a survey. We did this as part of our Karo Connect initiative to bring the team together to drive a common culture.
Karo knew this was no ordinary engagement survey and it was launched by telling everyone they would be part of the solution and as such we saw survey participation at the highest levels (>80%).
It was a simple survey with an important difference. Instead of just measuring engagement data (“how people feel”) we asked individuals details on:
‘Which workflows are important?’ (i.e. which teams they needed to work with to do their jobs)
‘How well those workflows are going?’ across three dimensions:
Operational: clear communication, project management, problem solving.
Social: psychological safety, inclusion, trust and feedback
Strategic: alignment on goals, continuous improvement and innovation
The questions took 5-10 minutes for the teams to complete and the whole project completed within 2 weeks from start to finish of the engagement.
As the data came from the team we automatically built visuals showing how well the organisation was actually working, by connecting the dots between teams and showing how workflows flowed across the organisation.
We were able to quantify the overall health of a system with a simple metric called the “Net Collaboration Score” (NCS). The data was fed back to the organisation in the following way:
With a short setup process that took only a few hours to get the customer data into the Cophi system we were ready to run a survey. We did this as part of our Karo Connect initiative to bring the team together to drive a common culture.
Karo knew this was no ordinary engagement survey and it was launched by telling everyone they would be part of the solution and as such we saw survey participation at the highest levels (>80%).
It was a simple survey with an important difference. Instead of just measuring engagement data (“how people feel”) we asked individuals details on:
‘Which workflows are important?’ (i.e. which teams they needed to work with to do their jobs)
‘How well those workflows are going?’ across three dimensions:
Operational: clear communication, project management, problem solving.
Social: psychological safety, inclusion, trust and feedback
Strategic: alignment on goals, continuous improvement and innovation
The questions took 5-10 minutes for the teams to complete and the whole project completed within 2 weeks from start to finish of the engagement.
As the data came from the team we automatically built visuals showing how well the organisation was actually working, by connecting the dots between teams and showing how workflows flowed across the organisation.
We were able to quantify the overall health of a system with a simple metric called the “Net Collaboration Score” (NCS). The data was fed back to the organisation in the following way:
With a short setup process that took only a few hours to get the customer data into the Cophi system we were ready to run a survey. We did this as part of our Karo Connect initiative to bring the team together to drive a common culture.
Karo knew this was no ordinary engagement survey and it was launched by telling everyone they would be part of the solution and as such we saw survey participation at the highest levels (>80%).
It was a simple survey with an important difference. Instead of just measuring engagement data (“how people feel”) we asked individuals details on:
‘Which workflows are important?’ (i.e. which teams they needed to work with to do their jobs)
‘How well those workflows are going?’ across three dimensions:
Operational: clear communication, project management, problem solving.
Social: psychological safety, inclusion, trust and feedback
Strategic: alignment on goals, continuous improvement and innovation
The questions took 5-10 minutes for the teams to complete and the whole project completed within 2 weeks from start to finish of the engagement.
As the data came from the team we automatically built visuals showing how well the organisation was actually working, by connecting the dots between teams and showing how workflows flowed across the organisation.
We were able to quantify the overall health of a system with a simple metric called the “Net Collaboration Score” (NCS). The data was fed back to the organisation in the following way:
With a short setup process that took only a few hours to get the customer data into the Cophi system we were ready to run a survey. We did this as part of our Karo Connect initiative to bring the team together to drive a common culture.
Karo knew this was no ordinary engagement survey and it was launched by telling everyone they would be part of the solution and as such we saw survey participation at the highest levels (>80%).
It was a simple survey with an important difference. Instead of just measuring engagement data (“how people feel”) we asked individuals details on:
‘Which workflows are important?’ (i.e. which teams they needed to work with to do their jobs)
‘How well those workflows are going?’ across three dimensions:
Operational: clear communication, project management, problem solving.
Social: psychological safety, inclusion, trust and feedback
Strategic: alignment on goals, continuous improvement and innovation
The questions took 5-10 minutes for the teams to complete and the whole project completed within 2 weeks from start to finish of the engagement.
As the data came from the team we automatically built visuals showing how well the organisation was actually working, by connecting the dots between teams and showing how workflows flowed across the organisation.
We were able to quantify the overall health of a system with a simple metric called the “Net Collaboration Score” (NCS). The data was fed back to the organisation in the following way:
Week 1
Organisational dashboard: for the leadership team to review and find key workflows and identify improvements.
The results were communicated to the wider organisation in the form of a webinar.
Week 2
Team Dashboards: for every team leader, allowing them to identify key opportunities for growth internally, as well as with other teams.
Individual Dashboards: launched where each individual received a personal report about their collaboration skills, analysing how they stacked up against peers, and coaching tips on how to improve for their career development
Week 1
Organisational dashboard: for the leadership team to review and find key workflows and identify improvements.
The results were communicated to the wider organisation in the form of a webinar.
Week 2
Team Dashboards: for every team leader, allowing them to identify key opportunities for growth internally, as well as with other teams.
Individual Dashboards: launched where each individual received a personal report about their collaboration skills, analysing how they stacked up against peers, and coaching tips on how to improve for their career development
Week 1
Organisational dashboard: for the leadership team to review and find key workflows and identify improvements.
The results were communicated to the wider organisation in the form of a webinar.
Week 2
Team Dashboards: for every team leader, allowing them to identify key opportunities for growth internally, as well as with other teams.
Individual Dashboards: launched where each individual received a personal report about their collaboration skills, analysing how they stacked up against peers, and coaching tips on how to improve for their career development
Week 1
Organisational dashboard: for the leadership team to review and find key workflows and identify improvements.
The results were communicated to the wider organisation in the form of a webinar.
Week 2
Team Dashboards: for every team leader, allowing them to identify key opportunities for growth internally, as well as with other teams.
Individual Dashboards: launched where each individual received a personal report about their collaboration skills, analysing how they stacked up against peers, and coaching tips on how to improve for their career development
Actions taken
Karo used the data to inform a transformation:
Karo used the data to inform a transformation:
Karo used the data to inform a transformation:
Karo used the data to inform a transformation:
Organisation
Karo implemented upgraded internal directory system, one with functionality that matched people monthly with new, business-relevant connections across the organisation.
Karo launched a mentoring system to better build connections and improve empathy between different business units and functions.
They saw data to support changes to the reporting structures and effected this process.
Teams
More regular check-ins with teams were shown to be critical; for example a monthly meeting between leaders across different geographies to share best practices.
A number of efforts launched to clarify roles for members of the teams, to ensure clearer responsibilities, accountabilities and reducing overlap;
Numerous actions for managers and their reports using the data to revise and clarify cross-team workflow priorities.
Individuals
Clear data on individual level collaboration allows managers and their direct reports to take an evidence-based approach to a number of career development questions.
Learning initiatives from the data:
Assignment ownership of new employee onboarding to those who wanted to develop coaching skills and learning how to set clear directions.
Educating junior employees on the ‘bigger picture”.
Connecting individuals who were interested to meet new people across disconnected functions.
Organisation
Karo implemented upgraded internal directory system, one with functionality that matched people monthly with new, business-relevant connections across the organisation.
Karo launched a mentoring system to better build connections and improve empathy between different business units and functions.
They saw data to support changes to the reporting structures and effected this process.
Teams
More regular check-ins with teams were shown to be critical; for example a monthly meeting between leaders across different geographies to share best practices.
A number of efforts launched to clarify roles for members of the teams, to ensure clearer responsibilities, accountabilities and reducing overlap;
Numerous actions for managers and their reports using the data to revise and clarify cross-team workflow priorities.
Individuals
Clear data on individual level collaboration allows managers and their direct reports to take an evidence-based approach to a number of career development questions.
Learning initiatives from the data:
Assignment ownership of new employee onboarding to those who wanted to develop coaching skills and learning how to set clear directions.
Educating junior employees on the ‘bigger picture”.
Connecting individuals who were interested to meet new people across disconnected functions.
Organisation
Karo implemented upgraded internal directory system, one with functionality that matched people monthly with new, business-relevant connections across the organisation.
Karo launched a mentoring system to better build connections and improve empathy between different business units and functions.
They saw data to support changes to the reporting structures and effected this process.
Teams
More regular check-ins with teams were shown to be critical; for example a monthly meeting between leaders across different geographies to share best practices.
A number of efforts launched to clarify roles for members of the teams, to ensure clearer responsibilities, accountabilities and reducing overlap;
Numerous actions for managers and their reports using the data to revise and clarify cross-team workflow priorities.
Individuals
Clear data on individual level collaboration allows managers and their direct reports to take an evidence-based approach to a number of career development questions.
Learning initiatives from the data:
Assignment ownership of new employee onboarding to those who wanted to develop coaching skills and learning how to set clear directions.
Educating junior employees on the ‘bigger picture”.
Connecting individuals who were interested to meet new people across disconnected functions.
Organisation
Karo implemented upgraded internal directory system, one with functionality that matched people monthly with new, business-relevant connections across the organisation.
Karo launched a mentoring system to better build connections and improve empathy between different business units and functions.
They saw data to support changes to the reporting structures and effected this process.
Teams
More regular check-ins with teams were shown to be critical; for example a monthly meeting between leaders across different geographies to share best practices.
A number of efforts launched to clarify roles for members of the teams, to ensure clearer responsibilities, accountabilities and reducing overlap;
Numerous actions for managers and their reports using the data to revise and clarify cross-team workflow priorities.
Individuals
Clear data on individual level collaboration allows managers and their direct reports to take an evidence-based approach to a number of career development questions.
Learning initiatives from the data:
Assignment ownership of new employee onboarding to those who wanted to develop coaching skills and learning how to set clear directions.
Educating junior employees on the ‘bigger picture”.
Connecting individuals who were interested to meet new people across disconnected functions.
Communication network between sales functions across countries 2021 (left) vs 2022 (right)
Communication network between sales functions across countries 2021 (left) vs 2022 (right)
Communication network between sales functions across countries 2021 (left) vs 2022 (right)
Communication network between sales functions across countries 2021 (left) vs 2022 (right)
