Three companies. Each surveyed twice, on the same 20 questions — once before working with Insights7, once after — scored by their own senior leadership. Here is what changed.
This comes from the Work-to-Value Quarterly Performance Survey: 20 statements across six categories of organizational alignment — whether teams share a clear picture of their direct customers and stakeholders, whether they can see current performance against target, how well decisions get made, how productive meetings are, and whether people feel like valued contributors to the outcome. Each statement is scored 0 to 5. Three companies took it twice: once before adopting CVM (Corporate Value Management), once after.
Average score across three client engagements, out of a possible 5
Equivalent to capturing roughly 60% of the total possible improvement on the scale — calculated as points gained against the full 0–5 range, not a percentage increase over the starting score.
These scores did not come from a broad employee survey. They came directly from each company's CEO and COO — in one case, the CRO — the executives most directly accountable for, and most exposed to, the shift from their prior way of operating to Corporate Value Management. A small number of respondents, and exactly the right ones: nobody sees a company's true before-and-after more clearly than the people who ran it, both times.
Individual results vary, as they should — every company starts from a different baseline. All three moved substantially.
Averaged across all three engagements. The gains are not concentrated in one flattering number — they show up across how teams understand their customers, how they work together, and how they decide.
Based on patterns across Insights7 engagements, companies starting from a similarly low baseline typically capture around 72% of the total possible improvement. Client A started from one of the lowest baseline scores in this group and landed at 71% — in line with what we would expect for that starting point, not an outlier result.
The numbers move because the people closest to the work say they do — not because of what the platform reports about itself.
The value chain construction sequence, how health gets scored, and where AI fits — the mechanics behind these results.