What is the value?

Organizations spend large amounts of money for specialized talent and experience from the outside. Yet were management able to efficiently target, uncover and unleash hidden knowledge inside their organization to solve critical business issues, imagine how much more money would fall to the bottom line.

The premise of im21 is that the knowledge your organization needs to succeed rests with your people and the networks they are part of. Our integrated approach:

identifies the informal networks of knowledgeable employees and other stakeholders
designs collaborative processes through which these people can quickly exchange ideas and share information on solutions you can act on immediately
establishes meaningful metrics to measure the effects of inclusive collaboration and communication

See some real-world stories.

at the water cooler

From an HBR interview with Ed Catmull, cofounder of Pixar

Getting people in different disciplines to treat one another as peers is just as important as getting people within disciplines to do so. But it’s much harder. Barriers include the natural class structures that arise in organizations: There always seems to be one function that considers itself and is perceived by others to be the one the organization values the most. Then there’s the different languages spoken by different disciplines and even the physical distance between offices. In a creative business like ours, these barriers are impediments to producing great work, and therefore we must do everything we can to tear them down.