INFLUENCE DRIVES DEVELOPMENT

Think back to Ancient Greece.When decision-making expanded beyond a small elite and more people were given the opportunity to participate, ideas, trade, art, and philosophy flourished. Creative energy was unleashed, accountability increased, and development accelerated. The resources themselves had not changed—the opportunity to influence had.

The same principle can be observed in organizations today.When employees are asked not only how well something works, but also how important it is, the dynamics change. The focus is no longer simply on collecting opinions; it becomes about giving people genuine influence over what should be prioritized.

This is precisely why survey methodology is not merely a technical detail—it is a strategic leadership issue.The difference between measuring "how people feel" and understanding where the greatest potential for improvement exists is often the difference between producing another report and creating a development process that delivers meaningful results.

The GAP methodology illustrates this clearly. Our client, Genesta, a leading company in the real estate industry, has increased its Net Promoter Score (NPS) from +3 to +52 over a period of just a few years.The results reflect a way of working in which goals, priorities, and follow-up are fully integrated into the organization's management model. As early as 2020, clear targets were established for 2025. Today, those targets have been achieved—and exceeded—across every measured area.

Even more impressive is that Genesta achieved a 100% response rate every year from 2020 through 2025. This demonstrates a culture in which employees feel that their voices are not only heard, but also lead to meaningful improvements.

­­­­­­­­­­­­­­­­­For more information, contact:
Marcos Jorge, CEO at IC-Potential AB, +46 708-660 360 marcos.jorge@ic-potential.com