Enterprise Leaders use Structural to:
Christine is a P&L leader for a large enterprise. In hybrid work, she's concerned about retention and a lack of cross-team collaboration. She knows how deep competition is for knowledge workers, and wants her employees to do their best work.
Here are a few ways Structural helps organizational leaders.
"Our organization is so big—we didn't know who knows what and who does what--we just couldn't connect the dots."
Christine's entire organization uses Structural to find experts, mentors, and collaborators, on their own. The people in Christine's organization are empowered to find the people they need to know, when they need to know them.
Christine's organization had a job board, but people found it easier to look for a new job outside the organization, rather than inside. With Structural, employees see roles tailored to their skills, seniority, and readiness for something new. And growth comes from more than a new role—opportunities can be for work groups, innovation teams, focus groups, small gigs, big projects and more.
"With hybrid work, teams became silos, and we lost the cross-team collaboration that helps us with innovation and problem solving."
Christine knows that creating relationships across the organization supports innovation, helps solve complex problems, and builds more employee loyalty. With Structural, people are encouraged to meet other employees with similar skills and experience.