01
Organizational transformation
Follow changing relationships, sentiment and patterns of collaboration during major initiatives. Understand where implementation is taking hold and where leadership attention may be required.
ORGANIZATIONAL INTELLIGENCE / HUMAN LAIER
The human system changes before the numbers do.
Every organization depends on relationships that its formal structure cannot fully describe. Human LAIer examines how people and teams interact, how those relationships develop, and what they may mean for the decisions ahead.
A clearer view of the organization beneath the chart.
FIG. 01 / RELATIONSHIPS IN MOTIONSYNTHETIC MODEL
TEAMS INTERACTIONS06 FUNCTIONS / 12 TEAMS
01 / THE LIMITS OF THE SNAPSHOTFROM OCCASIONAL REPORTING TO ONGOING OBSERVATION
Think back to the last organizational survey you completed.
Were you entirely candid about your manager, your colleagues or your prospects? Did the questions address what actually concerned you? By the time the results reached leadership, how much had changed?
Surveys are valuable, but their findings depend on participation, candor and timing. An organization continues to evolve between assessments. Everyday communication and collaboration provide another source of evidence, one that can be examined continuously and in the context of established behavior.
Examine the ongoing signalsDOCUMENTED EXAMPLE / DEFENSECY 2024
Defense Organizational Climate Survey
43%of registered personnel
completed the DEOCS
completed the DEOCS
2,513,944 personnel on registered rostersDoD annual report, Table A1 ↗
FIG. 02 / TWO WAYS OF SEEING CHANGEILLUSTRATIVE ORGANIZATION
What happens between survey periods?
In a fictional technology modernization, communication between Operations and Technology grows more frequent while the tone of their exchanges deteriorates. A periodic survey captures attitudes when it is fielded; interaction patterns can be followed as they develop.
Survey snapshot Interaction frequency Estimated sentiment
Illustration based on the same synthetic interactions used in the platform demonstration. The survey marker is a hypothetical assessment period. The two interaction series use independent scales and are normalized for visual comparison.
THE QUESTION OF CANDOR
In a 2024 survey of 1,000 U.S. employees, 47% said they often or occasionally felt pressured to withhold feedback on employee engagement surveys. Visier research ↗
02 / UNDERSTANDING THE ORGANIZATIONTHE FORMAL AND THE INFORMAL
An organization is more than its organizational chart.
Formal reporting relationships explain authority and responsibility. The work of an organization also depends on networks through which colleagues share knowledge, solve problems and influence decisions.
Those networks change as organizations grow, combine or adapt. Understanding their development can help leaders recognize the conditions affecting performance long before a change is reflected in a conventional report.
A / FORMAL STRUCTUREREPORTING
Reporting lines establish responsibility and authority.
B / WORKING RELATIONSHIPSCOLLABORATION
Day-to-day relationships often cross those boundaries.
FIG. 03 — Two views of the same fictional organization. The working network is constructed from the synthetic interactions used in the demonstration below.
03 / THE PLATFORMAN ORGANIZATION IN MOTION
Understanding how organizations behave.
Human LAIer brings together organizational relationships, communication patterns and sentiment in a common analytical model. Examine the same organization across time, functions and measures to see how the picture changes.
See how patterns developOrganizational intelligenceEXPLORATORY WORKSPACE / FICTIONAL INSTITUTION
SYNTHETIC DATA 48 INDIVIDUALS · 12 TEAMS · 6 FUNCTIONS
Line weight indicates interaction volume
ILLUSTRATIVE NETWORK06 / PERIODAPRIL · PERIOD 4 OF 6
JANFEBMARAPRMAYJUN
ILLUSTRATIVE ORGANIZATION · SYNTHETIC INTERACTIONS · LIVE CALCULATIONS FROM A FICTIONAL DATASET
Different measures can reveal different developments within the same relationship. The value lies in studying them together and in their organizational context.
04 / CHANGE OVER TIMEBEHAVIORAL BASELINES
The value of knowing what is normal.
A rise in communication may indicate productive cooperation, increasing strain, or both. Its meaning becomes clearer when considered alongside sentiment and the established patterns of the people and functions concerned.
Here, two fictional functions communicate more frequently as a modernization progresses, while the sentiment of their exchanges deteriorates. Both measures are shown against their earlier levels.
FIG. 04 / A RELATIONSHIP THROUGH TIMEJAN — JUN
Interaction frequency Score, −1 to +1 Estimated sentiment Index, Jan = 100
Interaction frequency rises as sentiment softens.
05 / DECISION SUPPORTFROM OBSERVATION TO ACTION
From understanding to action.
Organizational intelligence becomes useful when it informs a decision. Human LAIer connects observation, simulation and intervention in a process that can continue throughout a major change.
01 / SENSE
Understand the present organization.
Examine relationships and patterns of behavior. Identify changes that deserve attention and the people or functions involved.
02 / SIMULATE
Explore possible futures.
Consider alternative organizational structures, communications and interventions before committing to a course of action.
03 / ACT
Make decisions and learn.
Put the chosen response into practice. Continue following the organization as its relationships and behavior develop.
EXPLORE A STRUCTURAL SCENARIO
What happens when an important connection is lost?
Remove the fictional Transformation Office and examine the change in how the remaining teams can reach one another through the working network.
REACHABLE TEAM PAIRS55 / 55
CONNECTED GROUPS1
All twelve teams can reach one another through the working network.
06 / APPLICATIONSCOMMERCIAL · GOVERNMENT · DEFENSE
A common analytical foundation. Different purposes.
Relationships and human behavior influence outcomes throughout complex institutions. The same organizational model can inform different decisions according to the responsibilities of its users.
02
Mergers and integration
Examine the relationships linking two organizations, identify important connectors and follow the development of new working networks as integration proceeds.
03
Government and defense
Study the coordination of interdependent functions and organizations. Understand the relationships supporting modernization, joint activity and mission execution.
04
Financial services and insider risk
Examine departures from established interaction patterns, changes in relationships and unusual concentrations of activity to help authorized teams recognize and investigate emerging concerns.
07 / CUSTOMER GOVERNANCE
Our privacy policy matches yours.
Different organizations have different responsibilities, operating environments and expectations for the handling of information. Human LAIer supports privacy-preserving aggregation and authorized individual-level analysis, according to the visibility your organization requires.
Your policies determine how the organization is seen.
FIG. 05 / CONFIGURABLE VISIBILITY
WHOLE ORGANIZATION
FUNCTIONS & TEAMS
INDIVIDUALS
AGGREGATEDAUTHORIZED DETAIL
08 / ORIGINS
An enduring question, new means of inquiry.
Human LAIer began in conversations among three classmates at the University of Oxford about organizational change, human judgment and the possibilities of artificial intelligence. Our team combines that academic foundation with practical experience of leadership and institutional decision-making.
We are interested in a longstanding management problem: how leaders can understand their organizations well enough to make sound decisions about their future. Developments in computing now allow that question to be examined in greater depth and with far more timely evidence.
START A CONVERSATION
See your organization more clearly.
We work with organizations making consequential decisions about their people, structures and operations. We would welcome the opportunity to discuss yours.
Prefer to write directly? sales@humanlaier.com
GET IN TOUCH
Tell us what you're working on.
A few details will help us route your inquiry and make the first conversation useful.