The customer
Mindful Chef is a rapidly growing British meal kit retailer that delivers weekly packages of organic, seasonal recipe kits and ingredients to customers. The company aims to promote healthy home cooking by providing recipes and pre-portioned ingredients. Mindful Chef's mission is to make it easy and affordable for people to cook delicious, healthy meals at home.
The challenge
There was a lot of complexity in how people and teams were working together and Mindful Chef wanted to solve this by investing into their people in different ways, to go beyond just simple listening tools like engagement surveys. They launched with Cophi and now use NCS (Net Collaboration Score) as a Key Metric for their business. “This is now an essential part of how we think about our business culture to ensure strength in our teams”.
With a large shift to remote work, bringing teams together across functions was increasingly a challenge. People were doing well in their individual teams, and operationally everything continued as normal, but for the highest performance they needed to bring broader distributed teams back together again in a meaningful way.
The workforce was developing fast and first time managers needed a boost by giving them, for the first time, the data they needed to have complex conversations with the teams they managed.
Why Cophi
Cophi are able to bring together the importance of organisational growth and tie it intimately with personal growth. Cophi can take a measure of the whole organisation for collaboration and then cascade the data for team and individual level improvements all the way down to personalised network reports for every individual.
They put people in the driving seat for large scale organisational change. Using the platform means that everyone in the business is actively engaged now on ‘how’ they do their work with others at the same time as ‘what’ they are doing.
Mindful Chef has further developed the way they think about collaboration into multiple network types across operational, social and strategic categories and are working in particular on their innovation network capabilities. Real innovative success is not just about individual contribution but making sure all the perspectives and ideas are shared is the most effective way. Collaboration improvement is at the core of this.
The Cophi set up is simple, and we had all the data ready to go from our HRIS and Cophi got the simple survey live within a few hours.
When it came to running the survey for the second time we saw a large increase in engagement on the survey. Normally we get around a 75% response rate for internal surveys but the second time we ran the Cophi survey we saw over 92% of the organisation responding, mainly because people didn’t want to miss out on their personal insights.
The transformation
Organisation
We initially saw some disconnections at the top level teams and it was just a short conversation to intervene to bring 2 teams together. In other cases there were teams that were overconnected and we could see we needed to adjust the priorities or leaders.
Teams
Giving the data to individual leaders inside the business gave us much faster speed of change and empowers managers to change the business from the team level up. It also allowed managers to have practical reciprocal development conversations sharing where people could improve.
Individuals
Giving data to everyone means we grow and develop from the ground up. Everyone is taking an evidence-based approach to a number of career development questions all linked to the types of networks they are personally building. Having clear benchmarks for where individuals should be in their roles is also a powerful driver for personal transformation and change.
