[{"data":1,"prerenderedAt":806},["ShallowReactive",2],{"site:one:en":3,"cases:\u002Fcases\u002Frabobank:en":109,"cases:all:en":173},{"id":4,"closeCta":5,"extension":14,"footer":15,"header":85,"meta":106,"stem":107,"__hash__":108},"site_en\u002F_brands\u002Fupvoice\u002Fen\u002Fsite.yml",{"title":6,"text":7,"primary":8,"secondary":11},"Ask one question of everyone it concerns","In a demo you see Upvoice with your own question: what you ask, who you invite and what you'll have at the end.",{"label":9,"to":10},"Book a demo","https:\u002F\u002Fcalendly.com\u002Frik-arkema\u002F30min?hide_gdpr_banner=1",{"label":12,"to":13},"Email us","mailto:contact@upvoice.eu","yml",{"word":16,"tagline":17,"columns":18,"bar":82},"upvoice","Anonymous online dialogues with 8 to 10,000 people at once. A product of Synthetron NV.",[19,44,69],{"id":20,"title":21,"links":22},"foot-toep","Applications",[23,26,29,32,35,38,41],{"label":24,"to":25},"Deepen your employee survey","\u002Ftoepassingen\u002Fmedewerkersonderzoek-verdiepen",{"label":27,"to":28},"Change","\u002Ftoepassingen\u002Fverandering",{"label":30,"to":31},"Psychological safety","\u002Ftoepassingen\u002Fsociale-veiligheid",{"label":33,"to":34},"Test a decision","\u002Ftoepassingen\u002Fbesluit-toetsen",{"label":36,"to":37},"Strategy","\u002Ftoepassingen\u002Fstrategie",{"label":39,"to":40},"Consultation","\u002Ftoepassingen\u002Fraadplegen",{"label":42,"to":43},"Continuous listening","\u002Ftoepassingen\u002Fcontinu-luisteren",{"id":45,"title":46,"links":47},"foot-org","Organisation",[48,51,54,57,60,63,66],{"label":49,"to":50},"How it works","\u002Fhoe-het-werkt",{"label":52,"to":53},"Pricing","\u002Faanbod",{"label":55,"to":56},"Sectors","\u002Fsectoren",{"label":58,"to":59},"Cases","\u002Fcases",{"label":61,"to":62},"Insights","\u002Fkennis",{"label":64,"to":65},"About us","\u002Fover-ons",{"label":67,"to":68},"Trust","\u002Fvertrouwen",{"id":70,"title":71,"links":72},"foot-contact","Contact",[73,74,76,79],{"label":9,"to":10},{"label":75,"to":13},"contact@upvoice.eu",{"label":77,"to":78},"LinkedIn","https:\u002F\u002Fwww.linkedin.com\u002Fcompany\u002Fsynthetron-nv\u002F",{"label":80,"to":81},"Privacy","\u002Fprivacy",[83,84],"© Synthetron NV, since 1999","Data hosted in the EU",{"nav":86,"cta":92,"menu":93,"call":104},[87,89,90,91],{"label":21,"to":88},"\u002Ftoepassingen",{"label":49,"to":50},{"label":58,"to":59},{"label":52,"to":53},{"label":9,"to":10},[94,95,96,97,98,99,100,101,102],{"label":21,"to":88},{"label":55,"to":56},{"label":49,"to":50},{"label":52,"to":53},{"label":58,"to":59},{"label":61,"to":62},{"label":64,"to":65},{"label":67,"to":68},{"label":71,"to":103},"\u002Fcontact",{"label":105,"to":10},"Schedule a call",{},"_brands\u002Fupvoice\u002Fen\u002Fsite","9wa9PgBH8u-79JK6F4LTdi0kDHKhrUcREOa_TWkNhPo",{"doc":110,"fallback":172},{"id":111,"title":112,"body":113,"category":141,"client":142,"description":143,"extension":144,"image":145,"insight":149,"intro":150,"linkLabel":151,"liveSlug":152,"meta":153,"metrics":154,"navigation":164,"order":165,"path":166,"quote":167,"scope":168,"seo":169,"seoTitle":167,"stem":170,"to":166,"__hash__":171},"cases_en\u002Fcases\u002F6.rabobank.md","Stakeholders from four corners in one conversation about sustainability",{"type":114,"value":115,"toc":135},"minimark",[116,121,125,128,132],[117,118,120],"h2",{"id":119},"the-approach","The approach",[122,123,124],"p",{},"A dialogue in three phases: a short introduction via Teams, a structured one-hour Synthetron session around five sustainability questions, and a reflection by an expert panel.",[122,126,127],{},"During the session, a moderator followed what came up live and adjusted the script accordingly, so the conversations stayed on track.",[117,129,131],{"id":130},"the-outcome","The outcome",[122,133,134],{},"Rabobank gathered a wide range of perspectives on sustainability and banking, as a basis for future policy. Participants valued the approach: \"compliments for your consultation method\".",{"title":136,"searchDepth":137,"depth":137,"links":138},"",2,[139,140],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"Organisaties","Rabobank","Rabobank brought government, NGOs, academia and business together in one structured dialogue to inform its sustainability policy.","md",{"src":146,"alt":136,"width":147,"height":148},"\u002Fimages\u002Fcases\u002Frabobank.jpg",1782,1188,"A moderator followed the session live and adjusted the script to what came up.","In line with its mission \"Growing a Better World Together\", Rabobank wanted not to talk about its stakeholders but with them, and to use their insights to sharpen its policy.","Read the case study for Rabobank","hoe-rabobank-meerdere-stakeholders-betrok-doormiddel-van-online-dialogen",{},[155,158,161],{"value":156,"label":157},"4","stakeholder groups",{"value":159,"label":160},"5","sustainability themes",{"value":162,"label":163},"real-time","adjustment",true,6,"\u002Fcases\u002Frabobank",null,"4 stakeholder groups",{"title":112,"description":143},"cases\u002F6.rabobank","15f7caliBpFD_h0UzcO3MQvlD6Dya74YJUCVxcraGX0",false,[174,252,307,355,414,463,487,533,579,628,672,716,761],{"id":175,"title":176,"body":177,"category":141,"client":225,"description":226,"extension":144,"image":227,"insight":232,"intro":233,"linkLabel":234,"liveSlug":235,"meta":236,"metrics":237,"navigation":164,"order":246,"path":247,"quote":167,"scope":248,"seo":249,"seoTitle":167,"stem":250,"to":247,"__hash__":251},"cases_en\u002Fcases\u002F1.gasunie.md","From three core values to recognisable behaviour",{"type":114,"value":178,"toc":219},[179,183,186,189,193,196,199,203,206,209,213,216],[117,180,182],{"id":181},"from-abstract-values-to-concrete-behaviour","From abstract values to concrete behaviour",[122,184,185],{},"Core values on the wall change nothing. The real work starts with the translation: what behaviour goes with ownership, simplification and collaboration, and what does that look like on an ordinary working day?",[122,187,188],{},"The usual ways of finding this out each fall short in their own way. Interviews go deep, but reach only a few dozen people; everyone else feels unheard. Surveys reach everyone, but miss the conversation. Working groups think along, but take a lot of time and leave most of the organisation on the sidelines.",[117,190,192],{"id":191},"four-dialogues-over-700-voices","Four dialogues, over 700 voices",[122,194,195],{},"In four online dialogues of just under an hour, more than 700 employees talked at the same time and anonymously about one question: what do these values mean in your work, and what behaviour goes with them? Participants contributed ideas and rated each other's. What gained support rose to the top on its own.",[122,197,198],{},"In a short time, this created a shared picture, carried by a large group of colleagues and not only by whoever spoke loudest.",[117,200,202],{"id":201},"why-it-worked-giving-meaning-together","Why it worked: giving meaning together",[122,204,205],{},"Employees decided for themselves what good behaviour is. As a result, nobody had to impose it from above afterwards.",[122,207,208],{},"The way the questions were framed helped with that. The question \"what opportunities do you see to simplify your work?\" puts people into a design mindset. And \"what makes you sometimes fall back into old behaviour?\" accuses nobody. That made room for honest reflection on workload and the example set by managers.",[117,210,212],{"id":211},"from-6000-messages-to-a-culture-compass","From 6,000 messages to a culture compass",[122,214,215],{},"The dialogues produced 6,000 messages, rated and prioritised by the employees themselves. A clear direction emerged for every question.",[122,217,218],{},"On that basis, Gasunie built its own culture compass, describing for each core value what the behaviour looks like on a good day and on a bad day. That way everyone knows what the values look like in everyday work.",{"title":136,"searchDepth":137,"depth":137,"links":220},[221,222,223,224],{"id":181,"depth":137,"text":182},{"id":191,"depth":137,"text":192},{"id":201,"depth":137,"text":202},{"id":211,"depth":137,"text":212},"Gasunie","More than 700 employees each described what a new culture means in their everyday work. The result became a culture compass.",{"src":228,"alt":229,"width":230,"height":231},"\u002Fimages\u002Fcases\u002Fgasunie.png","Gasunie's head office in Groningen, seen from the lawn in front of it",1536,1024,"Employees described for themselves what behaviour belongs to the core values. That became the culture compass.","The Dutch energy sector is changing dramatically, and Gasunie is changing with it: from natural gas to hydrogen and heat. That calls for an organisation that can adapt faster. The board had chosen three core values. The question was what those values mean on the shop floor, and how you determine that with the whole organisation rather than for it.","Read the case study for Gasunie","gasunie",{},[238,241,243],{"value":239,"label":240},"700+","employees",{"value":156,"label":242},"online dialogues",{"value":244,"label":245},"6,000","messages",1,"\u002Fcases\u002Fgasunie","700+ employees",{"title":176,"description":226},"cases\u002F1.gasunie","cfhVbHg-Epb9YtJhPMnuKy_htjZY5DZ_3B6LXDS2CNE",{"id":253,"title":254,"body":255,"category":279,"client":280,"description":281,"extension":144,"image":282,"insight":287,"intro":288,"linkLabel":289,"liveSlug":290,"meta":291,"metrics":292,"navigation":164,"order":137,"path":302,"quote":167,"scope":303,"seo":304,"seoTitle":167,"stem":305,"to":302,"__hash__":306},"cases_en\u002Fcases\u002F2.szw.md","Professionals and citizens, each heard separately on new policy",{"type":114,"value":256,"toc":274},[257,261,264,266,269,271],[117,258,260],{"id":259},"the-challenge","The challenge",[122,262,263],{},"How do you involve two groups with clashing interests in a way that takes both seriously, without one drowning out the other?",[117,265,120],{"id":119},[122,267,268],{},"Two separate one-hour online dialogues. One brought together staff from municipalities, UWV and the SVB; the other a representative group of citizens. In both sessions, anonymity made rank and job title invisible, so that everyone's message carried equal weight.",[117,270,131],{"id":130},[122,272,273],{},"Within a single day, nuanced insights from both worlds were on the table, showing clearly where opinions aligned and where they didn't. Notably, 60% of participating citizens said they had more trust in government after the session.",{"title":136,"searchDepth":137,"depth":137,"links":275},[276,277,278],{"id":259,"depth":137,"text":260},{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"Overheid","Dutch Ministry of Social Affairs and Employment (SZW)","For the Enforcement Strategy, SZW heard enforcers and citizens on one day, each in a dialogue of their own.",{"src":283,"alt":284,"width":285,"height":286},"\u002Fimages\u002Fcases\u002Fm-accelerator-y-tsy3-pyfptc-unsplash.jpg","Participants talking with each other during a meeting in a bright room",2000,1333,"Afterwards, 60% of the participating citizens said they had more trust in government.","The 2025 Enforcement Strategy had to combine tailored approaches with consistency, and distinguish an honest mistake from deliberate fraud. Two groups see that very differently: the professionals who enforce the rules, and the citizens who are affected by them.","Read the case study for Dutch Ministry of Social Affairs and Employment (SZW)","szw-nl",{},[293,296,299],{"value":294,"label":295},"2","separate dialogues",{"value":297,"label":298},"1 day","for both worlds",{"value":300,"label":301},"60%","citizens with more trust","\u002Fcases\u002Fszw","2 dialogues, 1 day",{"title":254,"description":281},"cases\u002F2.szw","ISSdfKkj-kKk8JhUepSroMisxLFW6cssOaFlJ-M4Ucs",{"id":308,"title":309,"body":310,"category":141,"client":326,"description":327,"extension":144,"image":328,"insight":333,"intro":334,"linkLabel":335,"liveSlug":336,"meta":337,"metrics":338,"navigation":164,"order":346,"path":347,"quote":348,"scope":351,"seo":352,"seoTitle":167,"stem":353,"to":347,"__hash__":354},"cases_en\u002Fcases\u002F3.westerkim.md","A strategic shift that the whole organisation helped shape",{"type":114,"value":311,"toc":322},[312,314,317,319],[117,313,120],{"id":119},[122,315,316],{},"In five online dialogues, more than 200 participants from three groups joined the conversation: employees, volunteers and family. Instead of a survey, an anonymous conversation, where every voice carried equal weight regardless of role or position.",[117,318,131],{"id":130},[122,320,321],{},"A shared vision emerged, along with a clear picture of the practical obstacles and opportunities involved in putting it into practice.",{"title":136,"searchDepth":137,"depth":137,"links":323},[324,325],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"Westerkim","Care organisation Westerkim shifted its focus from care to residents' wellbeing. Employees, volunteers and family helped determine the direction.",{"src":329,"alt":330,"width":331,"height":332},"\u002Fimages\u002Fcases\u002Fscreenshot-2026-01-19-at-16-34-10.png","Two hands holding each other",916,988,"More than 200 employees, volunteers and family members contributed, each with an equal voice.","Westerkim wanted to shift course: from thinking in terms of care to thinking in terms of residents' wellbeing. A change like that only succeeds if the people who deliver it every day help shape it.","Read the case study for Westerkim","westerkim-nl",{},[339,342,343],{"value":340,"label":341},"200+","participants",{"value":159,"label":242},{"value":344,"label":345},"3","target groups",3,"\u002Fcases\u002Fwesterkim",{"text":349,"author":350,"role":326},"Really enjoyable. It's great that our opinion is asked for and that we're involved.","Participant","200+ participants",{"title":309,"description":327},"cases\u002F3.westerkim","0_tC2q2eUkh-ftfUDnL-cO4eQc26HoWP6MHYBVloVCk",{"id":356,"title":357,"body":358,"category":141,"client":383,"description":384,"extension":144,"image":385,"insight":389,"intro":390,"linkLabel":391,"liveSlug":392,"meta":393,"metrics":394,"navigation":164,"order":404,"path":405,"quote":406,"scope":410,"seo":411,"seoTitle":167,"stem":412,"to":405,"__hash__":413},"cases_en\u002Fcases\u002F4.anwb.md","6,000 members, one well-founded recommendation to Dutch parliament",{"type":114,"value":359,"toc":378},[360,362,365,367,370,373,375],[117,361,260],{"id":259},[122,363,364],{},"How do you meaningfully involve thousands of members in a topic that many people find complicated, without it turning into votes for or against with no explanation?",[117,366,120],{"id":119},[122,368,369],{},"Over seven online dialogues spread across three days, more than 6,000 members discussed the proposals with each other. They responded anonymously to each other's arguments, so that the nuances and doubts became visible too.",[122,371,372],{},"Within two weeks, there was a report. It went to the government, and every member of parliament received a copy.",[117,374,131],{"id":130},[122,376,377],{},"The recommendation was based on the carefully weighed opinion of more than 6,000 members, including their nuances and doubts.",{"title":136,"searchDepth":137,"depth":137,"links":379},[380,381,382],{"id":259,"depth":137,"text":260},{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"ANWB","On the road-pricing scheme, ANWB consulted 6,000 members over three days. The resulting recommendation went to every member of parliament.",{"src":386,"alt":136,"width":387,"height":388},"\u002Fimages\u002Fcases\u002Fanwb.jpg",1920,2880,"Within two weeks there was a report, and every member of parliament received a copy.","The kilometre charge was technical and controversial, and ANWB didn't want to speak on behalf of its members without knowing what those members actually thought. A survey would have produced numbers, but not a well-founded position.","Read the case study for ANWB","hoe-de-anwb-6-000-meningen-consolideerde-tot-beleidsadvies-voor-den-haag",{},[395,398,401],{"value":396,"label":397},"6,000+","members",{"value":399,"label":400},"7","sessions over 3 days",{"value":402,"label":403},"2 weeks","to the report",4,"\u002Fcases\u002Fanwb",{"text":407,"author":408,"role":409},"Synthetron helped us in a very professional way to reach more than 6,000 members in online conversations about the key issues of the kilometre-charge proposal.","Guido van Woerkom","former CEO, ANWB","6,000+ members",{"title":357,"description":384},"cases\u002F4.anwb","XVvbWgOpEkZAmfx333ihwWVwEYQwljInhXjXWq3LUE8",{"id":415,"title":416,"body":417,"category":141,"client":439,"description":440,"extension":144,"image":441,"insight":443,"intro":444,"linkLabel":445,"liveSlug":446,"meta":447,"metrics":448,"navigation":164,"order":457,"path":458,"quote":167,"scope":459,"seo":460,"seoTitle":167,"stem":461,"to":458,"__hash__":462},"cases_en\u002Fcases\u002F5.umcg.md","From a three-yearly survey to a dialogue where teams design their own solutions",{"type":114,"value":418,"toc":435},[419,421,424,427,429,432],[117,420,120],{"id":119},[122,422,423],{},"Anonymous dialogue sessions that teams could hold at a time that suited them, on laptop or tablet. Nine fixed questions kept the results comparable from year to year, while the open round left room for the story behind the numbers.",[122,425,426],{},"Over three years, 150 teams took part, from medical staff to the kitchen, together producing 23,000 messages.",[117,428,131],{"id":130},[122,430,431],{},"Every team received its own report within a week, with solutions it had proposed itself. At sector level, consolidated reports showed how the organisation was developing compared with the baseline measurement.",[122,433,434],{},"Management ended up with both figures and concrete, prioritised improvement points, straight from the shop floor.",{"title":136,"searchDepth":137,"depth":137,"links":436},[437,438],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"UMCG","UMCG replaced the standard survey with team dialogues. Over three years, 150 teams took part, generating 23,000 messages with solutions per team.",{"src":442,"alt":136,"width":387,"height":388},"\u002Fimages\u002Fcases\u002Fumcg.jpg","Within a week every team had its own report, with solutions it had come up with itself.","The three-yearly employee survey produced scores, but little movement. Teams barely recognised themselves in it, and no solutions came out of it. UMCG wanted a format that actually activates people.","Read the case study for UMCG","case-improving-employee-satisfaction",{},[449,452,454],{"value":450,"label":451},"150","teams",{"value":453,"label":245},"23,000",{"value":455,"label":456},"1 week","to the team report",5,"\u002Fcases\u002Fumcg","150 teams",{"title":416,"description":440},"cases\u002F5.umcg","60CdbDpEM_SmixelgCzGxri9HQZBQIqTeCmke8pz678",{"id":111,"title":112,"body":464,"category":141,"client":142,"description":143,"extension":144,"image":480,"insight":149,"intro":150,"linkLabel":151,"liveSlug":152,"meta":481,"metrics":482,"navigation":164,"order":165,"path":166,"quote":167,"scope":168,"seo":486,"seoTitle":167,"stem":170,"to":166,"__hash__":171},{"type":114,"value":465,"toc":476},[466,468,470,472,474],[117,467,120],{"id":119},[122,469,124],{},[122,471,127],{},[117,473,131],{"id":130},[122,475,134],{},{"title":136,"searchDepth":137,"depth":137,"links":477},[478,479],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},{"src":146,"alt":136,"width":147,"height":148},{},[483,484,485],{"value":156,"label":157},{"value":159,"label":160},{"value":162,"label":163},{"title":112,"description":143},{"id":488,"title":489,"body":490,"category":279,"client":506,"description":507,"extension":144,"image":508,"insight":511,"intro":512,"linkLabel":513,"liveSlug":514,"meta":515,"metrics":516,"navigation":164,"order":524,"path":525,"quote":526,"scope":529,"seo":530,"seoTitle":167,"stem":531,"to":525,"__hash__":532},"cases_en\u002Fcases\u002F7.justitie.md","150 managers innovating in a crisis, without a single room",{"type":114,"value":491,"toc":502},[492,494,497,499],[117,493,120],{"id":119},[122,495,496],{},"Synthetron was combined with Webex in three repeated cycles: a manager presented an innovation via Webex (5 minutes), departments discussed in Synthetron how applicable it was (10 minutes), and the organisers summarised the outcome (5 minutes).",[117,498,131],{"id":130},[122,500,501],{},"In just over an hour, there was a series of concrete ideas for improving processes, backed by the whole group rather than by the few people who otherwise tend to dominate.",{"title":136,"searchDepth":137,"depth":137,"links":503},[504,505],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"Dutch Ministry of Justice and Security","During the coronavirus pandemic, the ministry had 150 managers learn remotely from each other's ways of working. A video call became a conversation with everyone at once.",{"src":509,"alt":136,"width":387,"height":510},"\u002Fimages\u002Fcases\u002Fjustitie.jpg",1280,"In three short cycles, 150 managers discussed each other's innovations and how applicable they were.","In the middle of the coronavirus crisis, the ministry needed to keep innovating while teams worked from home and couldn't meet in person. An ordinary video conference lets one person talk and everyone else listen. Precisely not what an innovation session needs.","Read the case study for Dutch Ministry of Justice and Security","case-hoe-synthetron-sessie-met-150-managers-innoveren-in-crisistijd-mogelijk-maakte-voor-het-nederlandse-ministerie-van-justitie",{},[517,519,521],{"value":450,"label":518},"managers",{"value":344,"label":520},"cycles",{"value":522,"label":523},"1 hour","to usable ideas",7,"\u002Fcases\u002Fjustitie",{"text":527,"author":528,"role":506},"Synthetron lets everyone talk, respond, debate and find relevant insights. That's essential for any innovation process.","Organiser","150 managers",{"title":489,"description":507},"cases\u002F7.justitie","bmo1MNOOKGEpAR8lGz7nmDuSYOQSvTR0H3XfWygCLF8",{"id":534,"title":535,"body":536,"category":141,"client":552,"description":553,"extension":144,"image":554,"insight":556,"intro":557,"linkLabel":558,"liveSlug":559,"meta":560,"metrics":561,"navigation":164,"order":570,"path":571,"quote":572,"scope":575,"seo":576,"seoTitle":167,"stem":577,"to":571,"__hash__":578},"cases_en\u002Fcases\u002F8.belgacom.md","An employer brand built from the ground up",{"type":114,"value":537,"toc":548},[538,540,543,545],[117,539,120],{"id":119},[122,541,542],{},"Over eleven online dialogues across three days, in three languages, employees from six segments important to the organisation had their say. The 3H framework was used to capture the emotional, rational and competence sides of being an employer.",[117,544,131],{"id":130},[122,546,547],{},"A profile emerged for each segment, summarised in clear management reports. Belgacom used this to revise its EVP, which fed through into employer branding, job postings, the careers site and new programmes.",{"title":136,"searchDepth":137,"depth":137,"links":549},[550,551],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"Belgacom","Belgacom determined its Employee Value Proposition not in the boardroom, but in eleven dialogues with six core groups, in three languages.",{"src":555,"alt":136,"width":387,"height":510},"\u002Fimages\u002Fcases\u002Fbelgacom.jpg","Belgacom revised its EVP on the basis of eleven dialogues, and this carried through into the job adverts.","Generic recruitment material says little about who you really are as an employer. Belgacom wanted to base its Employee Value Proposition on what employees themselves say about the organisation.","Read the case study for Belgacom","case-building-employee-value-proposition-from-the-bottom-up",{},[562,565,567],{"value":563,"label":564},"11","dialogues",{"value":344,"label":566},"languages",{"value":568,"label":569},"6","core segments",8,"\u002Fcases\u002Fbelgacom",{"text":573,"author":574,"role":552},"The Synthetron process is simple, the outcome is very valuable, and our people genuinely enjoyed taking part.","Project lead","11 dialogues",{"title":535,"description":553},"cases\u002F8.belgacom","tKm2vslM9tzM-6N5AJWhg8083bVg4RrdzEqlGw9fJdk",{"id":580,"title":581,"body":582,"category":141,"client":598,"description":599,"extension":144,"image":600,"insight":603,"intro":604,"linkLabel":605,"liveSlug":606,"meta":607,"metrics":608,"navigation":164,"order":618,"path":619,"quote":620,"scope":624,"seo":625,"seoTitle":167,"stem":626,"to":619,"__hash__":627},"cases_en\u002Fcases\u002F9.mckinsey.md","Twenty leading experts on three continents, reaching consensus in one session",{"type":114,"value":583,"toc":594},[584,586,589,591],[117,585,120],{"id":119},[122,587,588],{},"In an online session, the experts responded to statements about treatment pathways and improvements in care, and voted on each other's input. Geographic distance played no role; the platform showed by itself where the experts agreed.",[117,590,131],{"id":130},[122,592,593],{},"The session produced more than 500 substantive statements, of which more than 100 gained broad support. The insights were available immediately and were later published in a research paper.",{"title":136,"searchDepth":137,"depth":137,"links":595},[596,597],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"McKinsey & Company","To pool knowledge on depression treatment, McKinsey brought together academics from Harvard, Yale and Oxford in a single online dialogue.",{"src":601,"alt":136,"width":387,"height":602},"\u002Fimages\u002Fcases\u002Fmckinsey.jpg",1440,"In one session with twenty experts, more than 100 of over 500 statements gained broad support.","McKinsey wanted a quick, well-founded picture of what improves depression treatment, based on the insights of leading experts. Those experts were scattered around the world and had packed schedules.","Read the case study for McKinsey & Company","case-engaging-high-level-experts",{},[609,612,615],{"value":610,"label":611},"20+","experts",{"value":613,"label":614},"500+","statements",{"value":616,"label":617},"100+","statements with broad support",9,"\u002Fcases\u002Fmckinsey",{"text":621,"author":622,"role":623},"Compliments on the careful preparation and the pace this interactive format achieved.","Dr. Jorge Santos da Silva","Partner, McKinsey & Company","20+ experts",{"title":581,"description":599},"cases\u002F9.mckinsey","uS3gSgd_T6exGz4qXg5t4d37_HBURe4qKIQ2iP2fRPc",{"id":629,"title":630,"body":631,"category":279,"client":647,"description":648,"extension":144,"image":649,"insight":652,"intro":653,"linkLabel":654,"liveSlug":655,"meta":656,"metrics":657,"navigation":164,"order":666,"path":667,"quote":167,"scope":668,"seo":669,"seoTitle":167,"stem":670,"to":667,"__hash__":671},"cases_en\u002Fcases\u002F10.duitse-buitenlandzaken.md","350 colleagues from Berlin to the embassies, one picture from four conversations",{"type":114,"value":632,"toc":643},[633,635,638,640],[117,634,120],{"id":119},[122,636,637],{},"Four 75-minute online conversations produced almost 3,250 ideas. A multi-step analysis looked at the content, at expectations about the culture, and at recurring language patterns.",[117,639,131],{"id":130},[122,641,642],{},"A clear picture emerged of the desired internal culture, the priorities, and how to bridge the distance between locations. Colleagues around the world were able to take part in the process within a short time.",{"title":136,"searchDepth":137,"depth":137,"links":644},[645,646],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"German Federal Foreign Office","After a review of foreign policy, the German ministry gathered input from more than 350 employees worldwide, on culture and direction.",{"src":650,"alt":136,"width":387,"height":651},"\u002Fimages\u002Fcases\u002Fduitse-buitenlandzaken.jpg",1276,"In four sessions of 75 minutes, 350 employees worldwide contributed almost 3,250 ideas.","After the 2014 policy review, senior leadership wanted to know how employees viewed the organisation's culture and its European direction, from the central departments in Berlin to embassies around the world. Those voices are worlds apart.","Read the case study for German Federal Foreign Office","case-learning-about-the-perception-of-germanys-foreign-policy",{},[658,661,663],{"value":659,"label":660},"350+","employees worldwide",{"value":156,"label":662},"sessions of 75 min",{"value":664,"label":665},"~3,250","ideas",10,"\u002Fcases\u002Fduitse-buitenlandzaken","350+ employees worldwide",{"title":630,"description":648},"cases\u002F10.duitse-buitenlandzaken","ZlZGPHu_lRZj0rtn-Lu-EymyiRbfYvYLoCiW36RXxBY",{"id":673,"title":674,"body":675,"category":279,"client":691,"description":692,"extension":144,"image":693,"insight":696,"intro":697,"linkLabel":698,"liveSlug":699,"meta":700,"metrics":701,"navigation":164,"order":710,"path":711,"quote":167,"scope":712,"seo":713,"seoTitle":167,"stem":714,"to":711,"__hash__":715},"cases_en\u002Fcases\u002F11.vrom-randstad-2040.md","Citizens determined the priorities for Randstad 2040 themselves",{"type":114,"value":676,"toc":687},[677,679,682,684],[117,678,120],{"id":119},[122,680,681],{},"In guided online dialogues, 400 citizens explored the future of mobility, housing, transport and urbanisation, with custom-tailored scripts and professional moderation.",[117,683,131],{"id":130},[122,685,686],{},"The sessions produced widely-supported, contested and rejected positions, which sped up the follow-up conversations with stakeholders. In the end, parliament adopted recommendations from the research.",{"title":136,"searchDepth":137,"depth":137,"links":688},[689,690],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"Dutch Ministry of Housing, Spatial Planning and the Environment (VROM)","For its vision on the future of the Randstad, the Ministry of VROM consulted 400 citizens on mobility, housing and urbanisation. Parliament adopted the recommendations.",{"src":694,"alt":136,"width":387,"height":695},"\u002Fimages\u002Fcases\u002Fvrom-randstad-2040.jpg",1207,"Parliament adopted recommendations from the research among 400 citizens.","A vision for the Randstad (Amsterdam, Rotterdam, The Hague) needs input from the people who live there. The usual methods failed to capture those varied perspectives adequately.","Read the case study for Dutch Ministry of Housing, Spatial Planning and the Environment (VROM)","case-inviting-citizens-to-share-their-views",{},[702,705,707],{"value":703,"label":704},"400","citizens",{"value":156,"label":706},"themes",{"value":708,"label":709},"adopted","by parliament",11,"\u002Fcases\u002Fvrom-randstad-2040","400 citizens",{"title":674,"description":692},"cases\u002F11.vrom-randstad-2040","9DZs9J4n_DcGJH6A41tSio2GzA2uKALQ4NCr12FABqA",{"id":717,"title":718,"body":719,"category":141,"client":735,"description":736,"extension":144,"image":737,"insight":740,"intro":741,"linkLabel":742,"liveSlug":743,"meta":744,"metrics":745,"navigation":164,"order":755,"path":756,"quote":167,"scope":757,"seo":758,"seoTitle":167,"stem":759,"to":756,"__hash__":760},"cases_en\u002Fcases\u002F12.frontline-strategie.md","The field force gave direction to the R&D strategy",{"type":114,"value":720,"toc":731},[721,723,726,728],[117,722,120],{"id":119},[122,724,725],{},"An online brainstorm with representatives from the field force, with a custom-tailored script and moderation that gave everyone equal room, including the quieter participants who usually stay silent in meetings.",[117,727,131],{"id":130},[122,729,730],{},"A ranked list of requirements for product development, plus concrete ideas for packaging, communication and distribution. Some priorities turned out to be cheaper and easier to realise than the planned R&D, and the field force's engagement increased.",{"title":136,"searchDepth":137,"depth":137,"links":732},[733,734],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"Pharmaceutical company","A pharmaceutical company gathered unfiltered market insights from its own field force and found priorities that were cheaper than the planned R&D.",{"src":738,"alt":136,"width":387,"height":739},"\u002Fimages\u002Fcases\u002Ffrontline-strategie.jpg",1282,"Some of the field force's priorities turned out to be cheaper and easier to realise than the planned R&D.","The field force knows what the market wants, but in focus groups a few people drown out the rest. The company wanted input that wasn't shaped by the loudest voices.","Read the case study for Pharmaceutical company","case-involving-frontline-staff-to-shape-the-strategy",{},[746,749,752],{"value":747,"label":748},"field force","has its say",{"value":750,"label":751},"ranked","by priority",{"value":753,"label":754},"cheaper","than planned R&D",12,"\u002Fcases\u002Ffrontline-strategie","field force has its say",{"title":718,"description":736},"cases\u002F12.frontline-strategie","YtjKLjpKgvFJUEnUheELzBl1eMAnsIZ0NPDD62gVRPw",{"id":762,"title":763,"body":764,"category":141,"client":780,"description":781,"extension":144,"image":782,"insight":785,"intro":786,"linkLabel":787,"liveSlug":788,"meta":789,"metrics":790,"navigation":164,"order":800,"path":801,"quote":167,"scope":802,"seo":803,"seoTitle":167,"stem":804,"to":801,"__hash__":805},"cases_en\u002Fcases\u002F13.it-uitrol.md","Same rollout, very different resistance per group",{"type":114,"value":765,"toc":776},[766,768,771,773],[117,767,120],{"id":119},[122,769,770],{},"Using a fixed script on change-readiness, local managers, implementation teams and frontline staff were surveyed separately. Multiple sessions made the shift in attitude visible along the familiar change curve.",[117,772,131],{"id":130},[122,774,775],{},"Under identical conditions, the groups turned out to feel very differently about the change. That only became visible by measuring it per segment. This let the team tailor its approach per group, and gave the project organisation a clear view of obstacles and opportunities.",{"title":136,"searchDepth":137,"depth":137,"links":777},[778,779],{"id":119,"depth":137,"text":120},{"id":130,"depth":137,"text":131},"International energy company","During a global IT rollout, the company measured change-readiness per stakeholder group and tailored its approach accordingly.",{"src":783,"alt":136,"width":387,"height":784},"\u002Fimages\u002Fcases\u002Fit-uitrol.jpg",2893,"Because the team measured per segment, it could tailor the approach to each group.","For a major IT rollout across several countries, the company wanted to know beforehand and afterwards how different groups felt about it.","Read the case study for International energy company","case-engaging-stakeholders-in-it-project-roll-out",{},[791,794,797],{"value":792,"label":793},"multiple","countries",{"value":795,"label":796},"change curve","as a yardstick",{"value":798,"label":799},"per segment","mapped out",13,"\u002Fcases\u002Fit-uitrol","multiple countries",{"title":763,"description":781},"cases\u002F13.it-uitrol","JlJeYSdZo003ynBfXa_ngSwIWFVpV2EC9ohRcdLqdwA",1791463193829]