Scale strategic actions.
Reduce HR lift.
Scale strategic actions.
Reduce HR lift.
Scale strategic actions.
Reduce HR lift.
Guide every manager with tailored, evidence-based coaching.
Action planning
Simple process. Robust recommendations.
Instead of patching tools together or relying on external consultants, utilize an end-to-end system for capturing and tracking specific actions on the other side of every survey.
Automated progress tracking personalized to every leader
Flagging systems for lagging actions and providing support
Measurable impact data for SLT reporting
9:41
Step 1 of 2
Select an action
Choose a recommended action or any survey result to fill out your plan.
Search survey results…
Showing 1 recommended action
NORA RECOMMENDED ACTION
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide and use it in the existing Friday meeting routine. The goal is to make shared values visible, connected to team goals, and easy to reference in day-to-day work.
Learn more
9:41
Culture Alignment
"There are shared organizational values that we use to guide our behaviors."
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide and use it in the existing Friday meeting routine. The goal is to make shared values visible, connected to team goals, and easy to reference in day-to-day work.
Why this recommendation
High-leverage because the 46.9 score and comments point to unclear, infrequent use of shared values.
Use this recommendation
9:41
Step 1 of 2
Select an action
Choose a recommended action or any survey result to fill out your plan.
Search survey results…
Showing 1 recommended action
NORA RECOMMENDED ACTION
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide.
Learn more
9:41
Culture Alignment
"There are shared organizational values that we use to guide our behaviors."
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide and use it in the existing Friday meeting routine. The goal is to make shared values visible and easy to reference in day-to-day work.
Why this recommendation
This is a high-leverage priority because the 46.9 score and comments point to unclear use of shared values.
Use this recommendation
9:41
Step 1 of 2
Select an action
Choose a recommended action or any survey result to fill out your plan.
Search survey results…
Showing 1 recommended action
NORA RECOMMENDED ACTION
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide and use it in the existing Friday meeting routine. The goal is to make shared values visible, connected to team goals, and easy to reference in day-to-day work.
Learn more
9:41
Culture Alignment
"There are shared organizational values that we use to guide our behaviors."
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide and use it in the existing Friday meeting routine. The goal is to make shared values visible, connected to team goals, and easy to reference in day-to-day work.
Why this recommendation
High-leverage because the 46.9 score and comments point to unclear, infrequent use of shared values.
Use this recommendation
9:41
Step 1 of 2
Select an action
Choose a recommended action or any survey result to fill out your plan.
Search survey results…
Showing 1 recommended action
NORA RECOMMENDED ACTION
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide and use it in the existing Friday meeting routine. The goal is to make shared values visible, connected to team goals, and easy to reference in day-to-day work.
Learn more
9:41
Culture Alignment
“There are shared organizational values that we use to guide our behaviors.”
Define and Use Team Values at Friday Meetings
Department leaders should create a short, department-owned values guide and use it in the existing Friday meeting routine. The goal is to make shared values visible, connected to team goals, and easy to reference in day-to-day work.
Why this recommendation
High-leverage because the 46.9 score and comments point to unclear, infrequent use of shared values.
Use this recommendation
Insight & Action Brief
07
Employee signal and intervention priorities
Employee signal and intervention priorities
Frictions to resolve
Employee signal
Question: “At my company, communication is open and transparent.”
Avg. score
54%
Favorable
43%
Neutral
26%
Unfavorable
31%
This question best captures the friction because comments repeatedly link weak transparency to feeling out of the loop, less valued, and less able to align work effectively.
“”
I often feel left out of important decisions, and the timezone differences lead to delays and miscommunication. Meetings can be exhausting due to constant Zoom calls.
Shows how communication breakdowns become execution and collaboration friction in day-to-day work.
Employee voice
Where leaders should intervene first
1
Tighten the translation from senior direction to team priorities
Create a simpler management cadence that turns company decisions into clear local priorities, expected trade-offs, and explicit ownership.
2
Reduce friction in how work is coordinated
Address recurring issues around meeting overload, time zone inclusion, inconsistent updates, and siloed communication.
3
Rebuild credibility through visible support
Employee comments connect benefits, work-life support, and recognition to whether they feel valued.
The leadership goal is to make direction easier to understand, execution easier to coordinate, and effort more visibly supported.
Tailored manager actions
Strategic actions at enterprise scale.
Give every manager a clear, branded summary of their team’s results and exactly where to focus. Reports are generated automatically from your survey data, so you’re not hand-building decks or fielding one-off requests.
Branded and role-based, ready to share
Team-specific priorities aligned with company values & strategic goals
Auto-delivered to every manager within days of survey close
Insight & Action Brief
07
Employee signal and intervention priorities
Actions to resolve key friction points
Employee signal
Question: “At my company, communication is open and transparent.”
54%
Avg. score
43%
Favorable
26%
Neutral
31%
Unfavorable
“”
I often feel left out of important decisions, and the timezone differences lead to delays and miscommunication. Meetings can be exhausting due to constant Zoom calls.
Shows how communication breakdowns become execution and collaboration friction in day-to-day work.
Employee voice
Where leaders should intervene first
1
Tighten the translation from senior direction to team priorities
Create a simpler management cadence that turns company decisions into clear local priorities, expected trade-offs, and explicit ownership.
2
Reduce friction in how work is coordinated
Address recurring issues around meeting overload, time zone inclusion, inconsistent updates, and siloed communication.
3
Rebuild credibility through visible support
Employee comments connect benefits, work-life support, and recognition to whether they feel valued.
Case study
How Varcon reduced turnover by 20% with Innerlogic.
"Innerlogic just gives me more time to action the information, rather than sitting there and worrying about making sense of the results" - Victoria Fone, Head of HR
Case study
How Varcon reduced turnover by 20% with Innerlogic.
"Innerlogic just gives me more time to action the information, rather than sitting there and worrying about making sense of the results" - Victoria Fone, Head of HR
One platform. Endless feedback insights.
A smarter way to lead change
Use cases
Resources
A smarter way to lead change
Use cases
Resources