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What is the best approach to deliver a successful change process? Change agents! As you know, implementation of change takes place at the local level. So, if you have the right tool to identify local Change Agents, your project will benefit from this critical element of successful change.



We analyze what type of people are needed in times of change. OrgMapper provides you with the most influential, capable, best connected employees who are willing to put effort into helping the company achieve its goals. In parallel, we give recommendations for effectively communicating the change process.



By inviting the right people at the right time, the change capability of your organization will be maximized. At the same time you can tailor and maximize the impact of internal communications. It results in a change program with shorter time frames and wider adoption of the planned changes.

Client cases


Narrative guide with comprehensive explanations about influencer identification and communication diagnostics, including recommendations on how to involve influencers and improve internal communications


Filterable list of peer-elected, most acknowledged and capable employees who are motivated to drive organizational change initiatives


Interactive diagram showing formal and informal communication flows, with drilldowns to specific locations and business areas

Engage employees in change

OrgMapper provides employees with an opportunity to nominate their colleagues for their change capabilities, so they can help the company achieve its goals. The nomination tool is secure, online, easy and quick to complete.


Tailor internal communications

The diagnostics interface has drill-down functions to get to detailed insights. OrgMapper allows you to focus on communication strengths and remove blockages in information flows to be able to better support company-wide change initiatives.

Change capability

You promote ongoing continuous change and you aim to drive change from within the company with limited external expertise. To maximize the change capability of the organization you want to select change agents who can assist with change implementation and getting buy-in at the local level.

Internal communication

You focus on making an impact with employee communications and you are looking for strengths and blockages in information flows to be able to better support company-wide initiatives. You want to identify employees who are acknowledged as opinion leaders and use them to distribute key messages and act as a feedback mechanism.

Employee engagement

You have received the employee engagement survey results and are committed to implementing some recommendations. You are keen to find employees who are seen as credible players by their colleagues. They are key to successfully amplify and enhance engagement in every employee segment. You want to make them a comprehensive part of your engagement strategy

Strategy development

Your organization has chosen a bottom-up approach for development and roll-out of its growth strategy. You want to work with your internal experts and involve them in future-shaping workshops, so they can act as multipliers, can help release the developed stories, and can play a key role in accelerating the change.

Behavioral / cultural change

You need to drive cultural change, with non-negotiable behaviors. You are looking for employees who have strong personal trust networks and who can be counted on to help shape your corporate culture in every business area. These highly enagaged and well-connected indivuals are your ambassadors for ongoing cultural change.

New processes / system

You are (re)designing processes and/or introducing new systems and ways of working. You need an internal group of employees with the right capabilities across the company. These experts assist in the detailed roll-out so all employees know exactly what is new, how to do it and how to comply.


Americas / 11 countries
1970 participating employees


The company’s transformation program aimed at moving from a functional view towards an enterprise-wide approach, with a focus on customer service and performance improvement.

Analysis objective

The company desired to identify key employees who can involve and inform others, build bridges to support collaboration between functions, continually learn better ways to do work and succeed, anticipate customers' needs and create customer loyalty.


The company was able to 1) drive and accelerate change at all levels of the organization; 2) understand the reaction of teams to the changes and then focus on relieving the impacts; and 3) encourage employees to work effectively in changing contexts.


Europe / 4 countries
5120 participating employees


The company creates a unique working environment that enables its employees to make a contribution and actively shape the future, through constructive feedback mechanisms and open dialogue. The company decided on a bottom-up approach for development and roll-out of their growth strategy, which focussed on changing the culture and behavioral values.

Analysis objective

Management wanted to work with internal experts, who can act as multipliers, can help release the developed stories, and can play a key role in accelerating the change.


”You can’t start a fire without a spark”! The identified influencers (Sparks) were positioned as ambassadors for ongoing cultural change and invited to ”future shaping” workshops to share their ideas on how the company should move forward. Because of their roles, the Sparks were very committed and able to spread the corporate vision fast through their vast personal networks.

Financial services

Europe / 1 country
2805 participating employees


The business environment in the financial sector became unpredictable. Therefore, this company launched their organizational cultural change program to strengthen the company's client focus behavior. This included changing the communication strategy from a top-down into a bottom-up process and speeding up decision.

Analysis objective

Both HR and Internal Communication departments requested the analysis to identify influential employees with whom management could work together. These employees would needed to be involved in appreciative inquiry methodologies to boost engagement and spread the word on the organizational cultural change program.


The identified influencers have participated in workshops, events and lean launch projects across the organization. The influencers’ engagement increased and they were able to share their excitement and valuable information through their own personal networks of influence. This process was speeding up internal communications and encouraged the rest of the workforce to get onboard.

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OrgMapper® | Organizational change management tool

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