Org intelligence
Real-time visibility into what’s blocking change so leaders act before small issues become big problems.
- See where teams are adapting quickly and why.
- Spot early signs of resistance or disengagement before they spread.
- Leaders get time to act on what matters—scaling success, addressing barriers, and adjusting support where teams need it most.
THE BIG PICTURE
How the 360 report connects everything
Whether leaders work with expert coaches, Spark, or both, development starts with a 360 survey and ends with measurable change.
The 360 feedback report isn’t limited to one program type. It works with expert coaching engagements, Spark standalone deployments, cohort programs, or organization-wide initiatives. Start with a baseline, develop the capacities that matter, measure what changed. Same methodology, any configuration.
The same respondents who gave initial feedback describe what’s different now. You get a transformation narrative that connects individual growth to what the organization cares about, not just completion rates.
Individual 360 results aggregate into patterns across your organization. Which capacities are growing fastest? Where is development gaining traction? What’s working that should be scaled? The 360 adds another data source to organizational intelligence, so leaders can see transformation unfold.
Most development programs report completion rates. The 360 report tells a different story: specific behaviors that changed, described by the people who work with each leader. When it’s time to justify the investment, you have evidence of transformation tied to the capacities your organization prioritized from the start.
What Org Intelligence helps you solve
Intelligence doesn’t just show data. It reveals where to focus, what to replicate, and when to intervene. Managers can make better decisions because they see what’s actually happening across teams. Here are some common use cases:
An AI rollout is meeting resistance in three divisions. Intelligence surfaces the pattern early: confusion about how roles will change, fear about job security, skepticism about whether leadership is committed. The executive team addresses concerns and adjusts the rollout timeline before resistance hardens into active opposition.
During a restructuring, some teams are building trust and collaboration quickly while others are struggling. Intelligence shows what’s different: the successful teams have managers who create space for questions and acknowledge uncertainty openly. Leadership trains other managers on those specific behaviors instead of generic change management.
Coaching was initially focused on building decision-making capacity. Intelligence reveals that trust is eroding faster than expected across teams. Coaches shift focus to help leaders rebuild psychological safety and demonstrate consistency under pressure. Development stays aligned with what matters most.
