Our Clients
Trusted by 40+ clients
Across banking, consulting, technology, real estate, pharma, social sector, FMCG, manufacturing, and more.
Network Intelligence
Every organisation has a formal structure — the org chart. It also has an informal network through which influence, trust, and information actually flow. OrgLens makes that network visible, and helps leaders act on what they see.
How OrgLens supports leaders
About OrgLens
Built over six years by a team with deep roots in organisational development and network science — combining OD expertise with rigorous analytics to produce insights that are both scientifically grounded and practically actionable.
More than twenty-eight years of OD practice embedded in the platform — from leadership development and culture transformation to team effectiveness and organisational design.
Built on established sociometric methodology — betweenness centrality, reciprocity analysis, density scoring — applied to the specific conditions of organisational life.
Why It Matters
McKinsey & Company
"The best companies build leadership bench strength not only through individual talent but also through connected teams."
Harvard Business Review
"Social capital determines whose ideas are taken seriously, who gets access to resources, and whose careers advance."
Bain & Company
"Leaders must empower informal networks. These networks often get things done faster than formal hierarchies."
World Economic Forum
"The value of human and social capital is rising. Employers are increasingly looking at broader value frameworks than skills alone."
MIT Sloan Management Review
"Successful innovation depends on networks — not just formal ones. Informal networks shape creativity, decision-making, and execution."
Gartner
"Informal influence and collaboration patterns are leading indicators of who will emerge as a strong future leader."
The Insight
The org chart shows who reports to whom. It does not show who actually works with whom, who trusts whom, or where influence really flows. OrgLens maps the informal layer — and makes it actionable.
Stories & Perspective
Two short perspectives on why informal connections matter — from what leaders notice in practice to the deeper idea of social capital inside organisations.
Our Clients
Across banking, consulting, technology, real estate, pharma, social sector, FMCG, manufacturing, and more.
"Are your teams operating at their full potential — and can your organisational structure absorb complexity and demonstrate agility?"
Using our Task Cohesion and Social Cohesion model, we help improve your critical teams' performance, understand the shape of your organisation, and assess whether your middle layer can carry the complexity it is being asked to absorb.
"Your talent decisions are only as good as the data behind them."
Performance ratings, assessments, and manager nominations do not reveal who the organisation truly trusts, turns to, and looks to for guidance. A short diagnostic maps three networks — task, social, and development. Five individual metrics. Four talent decisions answered with structural data.
"When you are driving system-wide change, let the informal network be on your side."
For the CHRO & People Function
The People function is uniquely positioned to commission the diagnosis, own the change architecture, and activate the informal network in support of the change — rather than in opposition to it.
Change fails when the informal network resists. The strategy is sound. The plan is thorough. The leadership team is aligned. And still the change stalls — because the people the organisation actually listens to were never part of the plan.
Influencers aligned
Trusted voices on board. Change spreads through trust.
→ Accelerates
Resistors in place
Trusted voices quietly undermining the change.
→ Stalls
Network fragmented
Change lands in some parts. Others are unreachable.
→ Uneven
Network Intelligence
Making the informal network visible — so leaders can act on what they see.
01
Annual Health Check
Who people work with. Who they trust. Every team mapped annually.
02
Talent Intelligence
Three networks. Four talent decisions answered with structural network data.
03
Driving Change
Diagnose · Design · Execute. Network intelligence applied to transformation.