Inspirometer’s Collaboration Analytics consists of two components:

Set-up can be done automatically in the background, and permissions granted for local and departmental leadership to access their own real-time analyses. Furthermore, routine maintenance, such as team changes, take seconds and can be effected locally.

Inspirometer Collaboration Analytics seamless integration with Inspirometer’s Meeting Metrics system makes it possible to understand not only where time is being spent in the organisation, but also the value of that time. For the first time, organisations can track the time people are spending in different forms of collaboration (collaboration analytics), and can also see the value of those collaborations – how that value is flowing through the organisation, and where it stagnates.

Automated effortless nanometric tools embedded in meetings and attached to process interfaces provide visibility of the patterns in value-add, and help the leadership determine strategies to increase organisation effectiveness – making work more fulfilling for all involved.

Inspirometer’s  Collaboration Analytics provide a real-time picture of how each team and department utilise their people’s time to add value. It tracks that data over time allowing the leadership to see:

These trends can help track the progress of strategies, and to identify issues early. Inspirometer’s  Collaboration Analytics enable you to deploy permission to see local trends to team leaders and departmental heads. In this way, the organisation can empower ownership and responsibility for managing local outcomes to ensure that its strategies are fully deployed.

Inspirometer’s Collaboration Analytics track relationships across all of the boundaries between the different structural groups. It also enables you to see the quality of relationships down through the different organisational levels.

Inspirometer’s Collaboration Analytics  enable the organisation to monitor the efficiency of its end-to-end processes. The executive can quickly see how well value is created and transferred across all of its internal (and external) interfaces on a daily basis. As a result, it is easy to spot where silos may be beginning to form and act quickly to renew the relationships on either side of an emerging divide.

Furthermore, Inspirometer’s Collaboration Analytics  make it possible to see how quickly changes initiated from the top of the organisation cascade down through the different levels, and to target coaching and support for those managers who appear to be struggling to deploy those strategies.

And because these same collaboration analytics can be delegated down to local leadership, it is easy to build local responsibility for tracking and responding to any observed inefficiencies in the various strategies and processes.

Inspirometer’s Collaboration Analytics provide visibility of the levels of engagement and perceived value-add for different populations and communities of people across the organisation.

In this way, it is possible to track the quality of ‘inclusivity’ as perceived by those who see themselves as belonging to the mainstream forms of diversity – based on sex, orientation, race, ability, belief and age. It also enables you to see patterns of inclusion for other, often overlooked, types of diversity, such as learning styles, location, team-roles, disciplines, and psychometrics.  Furthermore, it enables you to see the variance therein for different areas or forms of inclusion (or collaboration).

Most importantly, this information makes it possible to work with all involved to ensure that the organisation adjusts its ways of working to optimise the application of all of its capabilities and resources.  Inspirometer’s Collaboration Analytics help to ensure that people feel fully encouraged to contribute their ideas, their abilities, their passion – their whole selves.

Inspirometer’s Collaboration Analytics automatically measure your people’s adoption of objectives, foresight, and use of feedback within Outlook. It tracks the essential practices for working effectively and collaboratively in an environment of increasing change – an environment where tradition and established procedures are of limited application.

Inspirometer’s Collaboration Analytics make it possible to see at a glance the extent to which people are taking responsibility for thinking things through and communicating them. It measures the use of objectives and agendas in their collaborations (rather than assuming them) and to see the impact of these practices on the value that has been added to the participants.

As VUCA takes hold, people will either abandon good practice to chaos, or they will refine those practices to take their thinking to a higher level where they can better see the emerging patterns. Inspirometer’s Collaboration Analytics help to ensure that people fall into the latter category.

Inspirometer’s Collaboration Analytics highlight the true values of an organisation (and its various component parts) in how people engage with situations and with each other. Correlation analyses identify each organisation’s collective response (both locally and as a whole) to diversity, leadership, policies, change, innovation, collaboration, learning, customers, ecology. In this way it measures what what the organisation ‘value’s in practice (as opposed to what may be written in a values statement).

Understanding the true values that are in play enables the senior leadership to adjust its policies and its own practices to create the culture they are seeking. The deployed nature of these metrics means that the values/reward system can be applied directly at the levels which most need to change – thereby driving alignment and transparency through management layers that many tend to describe as ‘the treacle’.

Inspirometer’s Collaboration Analytics trend the time taken up in meetings so organisations can more easily see whether increased levels of change and uncertainty is being met by smarter collaboration or simply more of it. It enables the leadership to see what is happening to the pressure on people’s diaries, and whether this is creating adverse reactions of: over-work; meeting overload; stress; ill-health; internal focus; loss of discipline; unresolved conflict; poor service; etc.

Knowing this, enables them to see where they need to get people to think differently about change and about their role, and to equip them with the tools, insight and information to take control of change rather than become its slave.