PE Organisational Intelligence Case Studies

Government / Public Sector R&D

1,100 researchers. Why is an organisation built to innovate not doing more of it?

Leadership knew innovation output was a fraction of what it could be but had no structural explanation for why. Network analysis answered that question — and revealed two further problems nobody had asked about, one of which was about to cause significant structural damage.

Engagement type Organisational redesign & restructure

Organisation size 1,100 researchers

Findings

Innovation concentrated in a small number of teams — none of them the designated innovation leads The research support specialists' distributed presence was the informal collaboration infrastructure — centralisation would have destroyed it The management layer was structurally isolated from innovation activity and from each other

The growth plan was credible. The organisation was not structured to deliver it.

An investment-funded technology business asked HumanDynamics to identify what was blocking growth. Three structural problems emerged — none visible from the org chart, each a material constraint on the business's ability to scale.

Engagement type Growth readiness & structural risk assessment

Organisation size Under 50

Findings

The CEO was the structural centre — delegation had been attempted but had not taken structural hold The organisation was wired for delivery, not growth — commercial functions sitting at the periphery of the network Engineering and BD isolated from the core; UK operation structurally disconnected from the rest of the business

Organizational intelligence in practice.

1,100 researchers. Why is an organisation built to innovate not doing more of it?

The growth plan was credible. The organisation was not structured to deliver it.