dinner party with fly

Cases   Change

Case: Using Qvest as a Change Tool

In this 6 min video, Change Mangement Consultant Angela Huser explains why she uses Qvest in her client work. Angela outlines how Qvest aligns with her change management principles and shares how she uses the data from Qvest to achieve her goals. 

In the case described, Angela is working with a life science multinational on establishing a culture of collaboration. The organization is on a journey to increase their innovation capabilities and they recognize collaboration and curiosity as drivers of innovation. Qvest is used regularly as part of an integrated approach to change management.


Video Transcript:

Intro [00:00] 

I will introduce a tool called Qvest to you. I want to say I have no stake in that company. So this is not for me a sales presentation. This is a passion presentation. I've been following Qvest from the start pretty much. And the reason I like them so much and decided to introduce them to my client is because it really aligns with my own change principles or two of the most important ones.


My two principles [00:24]

My two most important principles are "listen" and "involve". So I think we need to listen deeply that we not only follow our mission of what we need to transform, but also what is important to the organization and what are the things that block them, so our change initiatives don't miss, and then also ideally buy-in is created not only by making your organization heard, but really involves them and Qvest does both of that.


Metaphor to explain Qvest [00:54]

I've been thinking about a metaphor to explain Qvest and imagine you're at this dinner party. And you're a fly on the wall. And these people they discuss... Let's say, your new company strategy. You will hear by the types of questions and answers these people exchange, you will hear what is important to them. And also by listening in, you will be able to pick up on good ideas or solutions that maybe people brainstorm. So there is really rich information there. And Qvest is that, you let the organization have a conversation about the topic important to you.


Output: Network [01:41] 

And so what's the output. There is a lot more that you can access as an admin, but here are just a few.

So on the left hand side, you see the conversation, the organization had, or let's say the information flow and the colorful bubbles they are the teams. And for instance, if you look at the red bubble at the bottom, you see that department had a lot of exchanges with other departments. And now what is really interesting for me, as a change manager, is that I'm also able to identify teams that are isolated. One department didn't get any questions from any other department and they only asked one question  to another department. so that means we now have an interest to bring that department closer.


Output: Key stakeholders [02:37]

Then, if you look at the top-right, you will also get an output of who is your most important stakeholders. So who are the people who have received substantially more questions? And they could then be your opinion makers on the topic, who could then start communicating more, or you could use them as change ambassadors.


Output automatic [03:02] 

And so these things you get automatically, and you also get it in a beautiful PowerPoint presentation that you can immediately share and use to communicate to different stakeholder groups.


Output manual [03:16] 

And then there is also a manual piece. All the questions you have to sort them into themes.

And so that's what you see, at the bottom-right. And here is just a selection.


Cross-functional collaboration [03:29]

So you see here an organization who recognizes the need for cross-functional collaboration in they're asking, tell us how to do it. So we have now an opportunity to give them concrete examples and guidelines. If you do this and this, and this, for instance, you implement shared goals or, that they will be able to improve on that end.


Collaboration in relation to time [03:55]

 with Qvest, you can read a little bit between the lines. So what we noticed in the question and answer exchanges, that there were quite a number asked about better collaboration in relationship to time.

So this suggests that this organization has a belief, or let me say a limiting belief, that better collaboration requires more time investment. And we now also have a huge interest to correct it to say, Hey, actually, if you collaborate better, then you will save time.


Strategy [04:38]

You see there strategy as well. So those were mainly questions to the managing team. they received a lot of questions around strategy and they were not related to better collaboration at all. So that means we have sort of, as a side product of this Qvest, find out that the organization is really interested in strategy and we have invited our leaders to share more, in that end.


Q&A: Does Qvest run on smartphones? [05:10]

Participants will get an email when the Qvest opens and they can just click on the button and they get directly without logging into the tool where they can select the person and ask that person a question. So the implementation is. Really easy. So you don't need to integrate, you don't need to look at IT-interfaces. The simplicity is really a big advantage.


Q&A: As a Change Manager, how does Qvest help measure your success? [05:37] 

You know, I'm sure, when we use it for a longer time, we will be seeing an increase in engagement.

We will be seeing changes in what you see here on the left in the network, that people get more connected. So if we then can , for instance, show that these outliers or these departments were isolated from the rest. If they get more engaged, that will definitely be something that is beneficial for me.


Q&A: Are participants anonymous? [06:02]

The questions can be asked anonymously. We have a really hierarchical organization in R&D. Here even the lab technician can ask directly to the managing board and get an answer.

Marie Mathiesen

Marie Mathiesen

Captain of the ship at Qvest. Her formal title is CEO and Co-founder. Marie has worked in corporate management and as a consultant across multiple sectors in Denmark and the US. Marie has a PhD in Organizational Analysis.

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