In October, around 80 Culturevists came together in person to meet and learn from each other. Culturevists at Airbnb, Godiva, HSBC, TaskRabbit, GoCardless, British Heart Foundation, Ocado, JustEat, and many more.

What makes Culturevist valuable is the richness of our network. It's the ability to share our challenges or opportunities with the community, and receive a diverse range of questions and suggestions. It's hearing fresh thinking that inspires us and makes us realise we're not alone in our goal of turning our brands into movements. It's learning from how others do things - what's worked and what hasn't.

When we meet in person, I typically help us get to know who's in the room by asking a few questions, seeing a show of hands, and hearing those with the microphone. This conference we decided to do things differently and experimented incorporating the use of richer data. To 'benchmark' those of us spending the day together. In other words, we asked everyone the same questions so each of us could see how we're doing relative to others.

Considering we're all trying to change the way we work, having data about what we or others are doing can be a powerful tool when we're trying to measure our impact and influence others. We often talk about using technology to get better data insights, and so it was time to begin taking it to the next level.

Here's a glimpse into the people who attended the Conference. Of the 80 or so attendees, approximately 63 completed the questions. We're conscious it's a small sample size, and we're just beginning to scrape the surface of the sort of things we can learn about the community. Here are some examples of what we learnt...

We were in a room from Culturevists from organisations ranging ages and size.

... with a range of roles and levels of seniority.

Here's an example of a question we asked to explore our views on different aspects of our organisations. 

This could show that once a company has been going several years and started to become established, people gain and build confidence in the leaders. But then after a certain age, confidence starts to decrease.

We can see that people have more confidence in smaller companies with fewer than 100 people. Perhaps the dip between 1,000 - 9,900 could be due to a specific stage in organisations' growth.

We also looked at some questions about specific aspects of the way our companies work. An example is how frequently we ask people for feedback (through an engagement survey or similar). While there's a lot of press about companies moving away from annual reviews/feedback, it seems the majority have not yet moved away from this. A great example of how data may be contrary to some of the things we thought.

 

What next? 

It's just the beginning. As you can see, we had a small sample size, with a few initial questions (there were ten, of which we shared five here). It was a safe test to begin testing with richer data, and provide valuable insight for people at our conference. 

 

If you'd be interested in getting data about your team and company and measure the impact of what you're trying, email James Lovell [INSERT EMAIL ADDRESS]? of Culture Amp.

 

 

 

 

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