Results of the United Nations -backed global digital consultation powered by Swae presented to UN General Assembly

Results of the United Nations -backed global digital consultation powered by Swae presented to UN General Assembly

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CASE STUDY

UNITED NATIONS UN75

with Igarapé Institute

UN75: Shaping Our Future Together
The 2021 UN-sponsored global digital consultation gathered 520 proposals from 1,750+ participants across 140 countries sourcing active solutions to the world’s largest threats using the Swae platform.

LOCATION

Global

INDUSTRY

NGO

SEGMENT

Ideation, Entrepreneurship,
Innovation Management

CUSTOMER SINCE

2020

ORGANIZATION SIZE

193 Member States

TOTAL ACTIVE USERS

1,750 Participants

“The crisis of multilateralism arises because the global debate is decoupled with the real needs and immediate issues that affect We The Peoples”

The Problem

The world is facing monumental threats ranging from disease outbreaks and climate change to nuclear conflict and deepening inequality.

The truth is that nation states alone cannot anticipate, prevent, mitigate, and adapt to the world’s most intractable problems. Complex challenges need the cognitive diversity of many different stakeholders in order to reveal robust, multi-layered solutions.

To this end, in 2020 – on the UN’s 75th anniversary – UN Member States marked the occasion by adopting a Declaration on “the future we want and the United Nations we need” that called for action across 12 areas that are crucial for humanity’s collective future, and requesting the Secretary-General to report back by September 2021 with further ideas and recommendations “to advance our common agenda”.

The UN needs to systematically take into account the opinion of small peoples and various groups so that they have the opportunity to participate in decision making.

Parlimentarians, Uzbekistan

Thereafter, the United Nations began a consultation process with the global public and a wide range of stakeholders across different sectors of society to gather views on the world’s most pressing challenges and priorities for building a better future. They requested input on new ways we could improve international problem solving and cooperation, to strengthen existing approaches and fill known gaps. Groups included companies, philanthropic groups, non-governmental organizations, universities, unions, minority, disability rights activists, and others.

The mosaic of actors included reflects the spirit of the UN Charter, which begins with the memorable statement: “We the Peoples”.

We need a process to define the public and common goods that involves ordinary people from all around the world.

Participant, Germany

“To increase trust between people and government, decision making needs to be more open, inclusive and accountable

UN TAKES ACTION

To help the UN Secretary-General deliver on his promise, the Igarapé Institute found Swae to be the best solution on the market to launch and facilitate the UN’s global consultation crowdsourcing creative proposals from constituents from all corners of the world.

Their hope was to reveal creative solutions to tackle the biggest challenges to the world’s largest threats!

A key priority of the consultation was to identify action-oriented recommendations to help the international community confront and adapt to new and emerging challenges, as well as bold actionable strategies to bolster the Sustainable Development Goals and Paris Climate Agreement.

The proposals collected helped elaborate new ways to rapidly accelerate delivery of the commitments made by governments in the UN75 Declaration adopted by the General Assembly in 2020.

THE UN needs to adopt a more far-reaching strategy that brings civil society together and links its diverse voices to policymaking channels

NGO South Africa

RESULTS

Results of the UN’s Public Digital Consultation

Between April and May 2021, the public digital consultation generated 523 proposals from 1,759 thought leaders from 147 countries on Swae’s platform. This We the Peoples consultation exceeded expectations in terms of the diversity of engagement and geographic reach of participants.

With support from more than 30 civil society partners across the Americas, Europe, Africa and Asia, inputs were received from leading NGOs, impact investors, philanthropists, parliamentarians, city leaders, academic institutions and under-represented groups such as minorities, migrants and conflict-affected communities, on solutions to some of the biggest challenges facing the world and how we might adapt the UN and other multilateral organizations to problem-solve better.

 

The cumulative results of We the Peoples digital consultation highlights a powerful set of demands for a global system that accounts for future generations. Among other things, the collection of civil society groups participating in digital consultation called for:

Among other things, the collection of civil society groups participating in digital consultation called for:

    • A global system that genuinely accounts for future generations and embraces inclusion;
    • The prioritization of climate change as a global priority with redoubled investment in climate action;
    • Much greater ambition from the UN through a reinvigorated multilateralism to avoid a global breakdown.

All contributors called for greater ambition in how our multilateral organizations adapt and rise to meet the challenges facing the world. Nonprofits and private sector experts alike offered a wide range of practical and concrete recommendations on climate action.

Some of the proposals submitted reflect a large constellation of voices. For instance, contributors such as the International Trade Union Confederation, the United Cities and Local Government network, and the Inter-Parliamentary Union represent hundreds of millions of people across the world. Civil society groups, such as Together First, Minority Rights Group and CIVICUS have hundreds of members, including small grassroots groups and offline communities, in all regions.

Proposals and recommendations generated by thought leaders were shared with the executive office of the Secretary-General and influenced “Our Common Agenda” presented to the General Assembly in 2021.

Proposals were analyzed using a combination of qualitative and quantitative criteria. In consultation with a group of experts, the Igarapé Institute considered factors such as the specificity, possible impact, actionability, innovation, and transformative potential of submissions, as well as the level of engagement they elicited from other participants.

The Secretary-General considered these proposals in his report, alongside proposals emerging from other tracks of consultations with Member States, thought leaders, young people, civil society, and the UN system, and offered suggestions in taking them forward.

The agenda put forward by the Secretary-General to the UN General Assembly is one of the most far-reaching and comprehensive strategies ever produced by the U.N. It was crafted on the basis of consultations involving over 1.5 million people from around the world.

Swae is a game changer for global consultations and international decision making. By rapidly surfacing and strengthening crowdsourced ideas, the platform provides governments, companies and NGOs crucial information to take action


Ilona Sbazo
CoFounder & President

Key delivery partner for United Nations Digital Consultation

RESULTS

The impact of using Swae

We asked users of Swae’s We The People’s consultation how they found the experience; here’s what they said:

rated the Swae platform a 7.6 out 10 for overall experience.

said it was personally important to them to have the opportunity to have input into the digital consultation (90%)

thought Swae supported their desire to have a voice in the consultation process. (80%)
Swae helped convey ideas or changes they wanted to see take place at international organizations better than other tools currently available to them. (92%)
Swae helped surface and discuss ideas that would not have otherwise surfaced using other channels (89%)

said that having a chance to share ideas and collaborate on important decisions through Swae increased their engagement, motivation and buy-in to the consultation process (80%)

said Swae made it easy for them to share their concerns and voice into the future of global cooperation (80%)

Swae made sharing ideas more accessible to the
whole community. (80%)

This consultation received a diverse and wide-ranging response rate at the gender and age level, a benefit of using Swae as it takes the bias out of the ideation process!

The digital consultation enjoyed a very strong and healthy gender parity and participation rates amongst users, recording a 48% Female vs 50% Male participation rate.

The highest sub-group of under-represented minorities participating on the platform and consultation were“Women and Girls”!

The digital consultation benefited from a very healthy and equitable distribution of age ranges participating in the process (with the exception of users under the age of 15). Most age categories had a similar distribution of total users.

For example:

  • Users age 16-30 had 26% participation rate (467)
  • Users age 31-45 had 30% participation rate (531)
  • Users age 46-60 had 25% participation rate (456)
  • Users aged 61+ had 19% participation rate (336)
Distribution of age ranges participating in We The People’s

Swae is a critical step to take these kinds of debates to the next level. Swae provides an unprecedented opportunity to shape a new narrative for multilateral action.


Robert Muggah
CoFounder

Key delivery partner for United Nations Digital Consultation

Testimonials

Swae contributed to an evolving digital culture surrounding the “We the People’s” consultation with many of the users finding the platform to be a completely new way of participating with a high level consultation. Here’s what they had to say:

RESULTS

Some of the Notable Digital Consultation Participants/Swae Users

The top proposals by votes seek to make the UN more inclusive, through a world citizens’ initiative, UN parliamentary assembly, and UN civil society champion.

A few of the notable people who engaged with the proposal; 

Stephen Pinker
Steven Pinker is a Canadian-American cognitive psychologist, psycholinguist, popular science author and public intellectual. He is an advocate of evolutionary psychology and the computational theory of mind.
Homi Kharas

Homi Kharas, Senior Fellow at Brookings, suggested a strategic foresight centre within the UN to support the Secretariat as well as Member States.

Severin Sindizera

Human rights defender Severin Sindizera calls for financial and capacity-building support for indigenous peoples’ organisations.

Enyseh Teimory

Enyseh Teimory of Together First highlights three proposals backed by hundreds of organisations, including Avaaz, Greenpeace and the Open Society Foundations to create a civil society champion, a UN citizens’ initiative and a parliamentary assembly.

Andreas Bummel

Andreas Bummel of Democracy Without Borders highlights three proposals backed by hundreds of organisations, including Avaaz, Greenpeace and the Open Society Foundations to create a civil society champion, a UN citizens’ initiative and a parliamentary assembly.

Ingrid Vasiliu-Feltes

Ingrid Vasiliu-Feltes is calling for digital identity technologies to be harnessed for delivery of essential services.

Thomas G. Weiss.

Our top commentator is renowned global governance expert Thomas G. Weiss.

International Trade Union Confederation

The International Trade Union Confederation has added proposals on a new social contract, a global fund for social protection and a just transition to climate-friendly jobs.

Global Challenges Foundation

The Global Challenges Foundation has added proposals emerging from its worldwide search for global governance ideas.

Alyn Ware

Alyn Ware has proposed a Declaration on the Rights of Future Generations.

Nena Georgantzi

Nena Georgantzi is calling for a UN Convention on the Rights of Older Persons.

Top proposals by votes all seek to make the UN more inclusive, through: a world citizens’ initiative, UN parliamentary assembly and UN civil society champion.

UN REPORT SUMMARY

The findings report entitled Our Common Agenda proposes a series of very practical measures to advance the 12 themes set out in the UN75 Declaration. Among other things, it calls for:

  • a reimagined social contract
  • greater solidarity across generations
  • reinvigorated protection of the global commons
  • more rapid and inclusive delivery of global public goods

The cumulative results from the digital consultation and other tracks of consultations were aggregated into a final report – Accelerating Inclusive Global Cooperation – which was released by the UN on September 10th, 2021.

Thanks to Swae’s Natural Language Processing and AI Writing Improvement features, invited participants were able to access and input into the digital consultation in all six official UN languages: Arabic, Chinese, English, French, Russian and Spanish.

WHY UN75 MATTERS TO SWAE

Statement from Soushiant Zanganehpour
Founder & CEO of Swae

“Global challenges demand global solutions, and our team at Swae were very proud that our startup was able to rise to the occasion and support an international institution as important as the United Nations to carry out such an important and timely initiative.

We urgently need to improve the quality of exchange between the general public and decision-makers, and Swae helped make this a reality. The consultation helped prove that the speed, diversity and user experience of consultation processes can fundamentally improve, even for critical institutions such as the United Nations.

The nature of the digital consultation – crowdsourcing actionable suggestions to global challenges in an open, inclusive, and collaborative manner – was unprecedented for soliciting inputs. Unlike previous consultations that are often closed, non-collaborative, and one-directional, anyone in the world had access to the platform, and while most were invited, anyone who did join could engage in proposals and thoughts to help refine ideas further.

The combination of the deliberative design and Swae’s feature set helped organizers expand the boundaries of inclusion to people and organizations often not necessarily part of UN high-level processes. This is critical for creating buy-in to the scale of changes we need, as well as surfacing good quality solutions that may not be getting decision-makers’ attention.

Another source of pride for us as a team was how on-the-ground partners combined with the feature set of Swae (e.g. conditional anonymity) allowed organizers to gather inputs from lesser-heard voices and offline communities. For example, the highest sub-group of under-represented minorities participating on the platform and consultation were “Women and Girls”, who traditionally are less represented and vocal in such processes.

Beyond transparency and inclusion, I’m most proud that the results stemming from the consultation had a meaningful influence on the UN Secretary-General’s strategy and recommendations to tackle the world’s most pressing challenges. Much of his strategy references findings and recommendations from the digital consultation, and while this may have been possible without us, it would have been infinitely more challenging to execute without a platform like Swae.

We are enormously grateful to the Igarapé Institute who included us in this one-of-a-kind initiative.”

Our Platform

Since 2019, Swae has worked with global companies and organizations like Etihad Airways, Bosch, and Lifelabs, NGOs like Doctors without Borders (MSF Canada), as well as intergovernmental entities like The United Nations, and the Governments of Mexico and Chile.

We help our clients engage their people to surface unconventional ideas, to find out the possibilities of new innovative ideas, build pragmatic solutions collaboratively, and help them solve their most pressing challenges in a more organized, efficient, and inclusive way.

We have built a strong reputation around creating a safe and inclusive space for problem and solution generation driven by users, helping leaders to hear the truth, boost engagement, and find investable solutions, all while reducing bias in important strategic decisions.

If any of the topics above interest you, and you would like to see how our technology might help your organization achieve similar results to the UN and others, please reach out to set up an initial conversation. We would be delighted to show you how easy Swae is to implement, and to explore a pilot or use case for your organizations.

About Swae

We’re building the future where everyone has a voice and idea meritocracy finds solutions to the world’s biggest challenges.

We bring ideas to life for smarter decision making.
The average person makes 2,000 decisions daily, and the impact of poor ones can lead our lives down extremely different paths.
At Swae, we are on a mission to bring all voices to the table and share the power of idea meritocracy and inclusivity.
Swae’s inclusive platform tackles barriers and silos to bring hidden insights to organizations so they can
make smarter decisions and innovate faster.

How can help your Organization

Gaining insights and experience from past pilots has shown that when leaders implement Swae, they discover problems they didn’t even know existed within their own organization.

This allows is creativity to be unleashed and allows more of their own people to come together in bigger ways to solve the organization’s challenges, come up with cool ideas to innovate, and so much more.

Swae’s platform helps drive workplace improvement and innovation strategy which can transform the way leaders include others to prioritize challenges and source potential solutions from people that haven‘t had the opportunity to share their voice.

Please get in touch to see how Swae can help
your team collaborate and make smarter decisions

Appendix

CORE THEMES

The UN75 We The People’s consultation focused on 4 core themes:

Our Future – building resilience to ‘future proof’ our global system
Our World – safeguarding our planet and shared resources
Our Society – making our societies and economies more equal and just
Our UN – strengthening international institutions and global cooperation

Challenge 1: Our Future

Our Future – building resilience to ‘future proof’ our global system

The Problem

Outcomes via Swae

Participants’ vision:
a global system that takes account of future generations, adopts a human security
approach, and works with stakeholders to anticipate and respond to crises and
challenges.

Stepping stone:
a declaration on the rights of future generations to signal a normative shift towards future-focused policy-making and global buy-in for changes such as the above council.

Transformative shift:
a council for global resilience that would identify and address non-military threats (including climate, environmental, humanitarian, and health risks) with support for foresight experts in different fields, drawing on UN and stakeholder capacities and potentially modelled on the Intergovernmental Panel on Climate Change.

Noteworthy:
proposals on implementing the Treaty on the Prohibition of Nuclear Weapons and banning lethal autonomous weapons gained significant support. Several models for an expanded UN Security Council were likewise advanced.

Challenge 2: Our World

Our World – safeguarding our planet and shared resources

The Problem

Outcomes via Swae

Participants’ vision:
a global system that champions a swift and just transition to carbon zero before 2050, works with stakeholders to manage global commons and global public goods, and nurtures the notion of global cooperation as a global public good.

Stepping stone:
banning fossil fuel subsidies and phasing out fossil fuels by 2030. Also an urgent demand for Internet access to be adopted as a human right.

Transformative shift:
a forum or fora to oversee global commons and global public goods. Several proposals calling for universal access to the Internet.

Noteworthy:
proposals for a panel or large-scale consultation to define global public goods.

Challenge 3: Our Society

Our Society – making our societies and economies more equal and just

The Problem

Outcomes via Swae

Participants’ vision:
a global system that delivers a green, equitable, and inclusive recovery from COVID-19; supports female leadership and inclusive decision-making at all levels, and measures progress in relation to human and planetary well-being.
Stepping stone:
promotion and protection of civic space through measures such as mapping of threats to civic space, early warning systems, awareness raising, and the appointment of a UN champion for civil society.
Transformative shift:
a new social contract co-created with stakeholders, aligned with the Universal Declaration of Human Rights and the Sustainable Development Goals, with multilateral organizations providing an advisory and monitoring function, e.g., through existing mechanisms such as the High- Level Political Forum on Sustainable Development.
Noteworthy:
there was a strong push in the last days of the consultation for a proposal to universalize the Council of Europe’s Istanbul Convention on preventing and combating violence against women and domestic violence.

Challenge 4: Our United Nations

Our UN – strengthening international institutions and global cooperation

The Problem

Outcomes via Swae

Participants’ vision:
a global system that embraces inclusion, makes participation and consultation part of its DNA, and leverages the capacities of stakeholders, including through more partnerships.
Stepping stone:
a high-level UN civil society focal point to signal a new approach and find ways to expand engagement, including a global study on the impact of multi-stakeholder partnerships and their potential to address different challenges.
Transformative shift:
a global capacity-building drive that sees the UN strategically transferring tasks to stakeholders — boosting local ownership and enabling it to focus its limited resources in areas such as complex emergencies and mediation where it adds unique value.
Noteworthy:
other proposals that attracted support were various forms of parliamentary assembly/network, youth assemblies, and a citizens’ petition initiative whereby a petition that crosses a threshold of signatories is debated by the UN General Assembly.

TIMELINE

January 2020

  • UN Member States adopt Declaration on “the future we want and the United Nations we need”;
  • call for action across 12 areas that are crucial for humanity’s collective future, and;
  • request the Secretary-General to report back by September 2021 with further ideas and recommendations “to advance our common agenda”

February – December 2020
UN begins consulting with general Public to gather views on the world’s most pressing challenges and priorities for building a better future.

Feb-March 2021
UN Secretary-General & Igarapé Institute design global digital consultation to solicit actionable recommendations and deliver an action-oriented strategy to address global threats

March-May 2021
UN and Igarapé Institute partner with Swae to facilitate the global digital consultation using Swae’s platform

May 2021
The global digital consultation ends, generating 523 proposals from 1,759 participants from 147 countries.

June-September 2021
Results from global digital consultation analyzed and consolidated to create feature report: Our Common Agenda

September 10, 2021

  • The UN Secretary-General and Igarapé Institute released their reports to the public ( “Our Common Agenda” & “Accelerating Inclusive Global Cooperation”);
  • Secretary-General presents a comprehensive approach to tackling the world’s most pressing challenges, referencing reports, findings and recommendations from the digital consultation to the UN General Assembly in 2021

Stats

April 23 – May 24 2021

Engagement Totals

1178

Total unique Users

685

Total unique Ideas generated

3248

Total number of Votes

478

Total Comments, Edits & Suggestions

54%

Total Users Engaged

42%

Monthly Active Users

0.4

Proposals generated per User

0.2

Comments per User

1.8

Votes cast per User

CHARTS

User Demographics

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Swae helped EMC Insurance unleash workforce creativity & crowdsourcing ideas to drive culture and strategic innovation

Swae helped EMC Insurance unleash workforce creativity & crowdsourcing ideas to drive culture and strategic innovation

Download Case Study (PDF)

CASE STUDY

EMC

Insurance 

SWAE PILOT HELPS EMC INSURANCE REVEAL HIDDEN COMPANY IMPROVEMENT IDEAS

USE CASE

Employee-Driven Ideation
and Innovation Discovery

LOCATION

USA (40 States)

INDUSTRY

Insurance

SEGMENT

Ideation, Entrepreneurship,
Innovation Management

WEBSITE

emcins.com

CUSTOMER SINCE

2020

ORGANIZATION SIZE

2,400

TOTAL ACTIVE USERS

104 (Pilot)

Post-pilot data and results reveal how EMC Insurance leveraged Swae in a 60-day pilot program to help their people express novel ideas, feel more included, and create deeper engagement across departments.

Swae is a platform where every team member can feel included!

EMC Insurance Swae Pilot User

The

Problem

In Q1 of 2021, US-based EMC Insurance Companies launched a pilot program to test Swae’s platform with a subset of the company’s 2,500 employees. The goals were to (1) determine the usability and feasibility of Swae within EMC and (2) identify if Swae was the right platform for sharing ideas, spearheading implementation of those ideas and engaging employees and leaders throughout the process.

The pilot also served as a learning opportunity for our Swae team to stress-test certain assumptions in a short 60-day timeframe of this pilot.

Swae’s mission is to unleash the unheard voices within organizations to ensure that leaders can identify problems, reveal investable solutions, and better prioritize with feedback in order to reduce potential biases in important strategic decisions—all at a faster rate.

During this pilot, the Swae team tested the following aspects of the Swae feature set:

• Would access to our platform and feature set impact EMC’s employee engagement, motivation, morale, and happiness rates?

• Would access to our platform increase the number of voices heard, and would it provide employees with feelings of inclusivity, allowing them to have more of a voice inside the organization (over and above the existing platforms)?

• Would more voices expressing insights help decision-makers reveal business value through crowdsourcing efforts?

It was a good opportunity to have my voice heard!

EMC Insurance Swae Pilot User

Activity

The pilot lasted 60 days and included over 100 employees.

Pilot participants were invited to respond to 4 distinct organizational challenges.

I want people to feel empowered and equal when presenting ideas and for all ideas to be treated with the same weight, not dismissed before review because of a preconceived bias about a person.

EMC Insurance Swae Pilot User

RESULTS

44

proposals were crowdsourced and generated across the 4 Missions

22 

of these proposals achieved the success metrics and engagement to graduate for a management review

95% 

of the pilot participants used Swae at least once during the pilot

78%   

of the pilot participants used Swae at least once per month, if not more.

8   

On average, each pilot participant voted on at least 8 unique proposals throughout the duration of the pilot

3   

On average, each pilot participant made at least 3 unique comments, suggestions or risks on proposals

13%  

of the pilot participants used Swae on at least once per day

Pilot Totals

13%

Daily Active Users (DAU)

78%

Monthly Active Users (MAU)

95%

Total Users Engaged

13%

Decision Ready Ideas Generated

3.2x

Comments per User

8.2x

Votes per User

SWAE’S

IMPACT

Prior to the start, during, and immediately following the conclusion of the pilot, Swae’s user experience research team surveyed the EMC employees that participated to collect feedback on several parameters. The feedback covered the overall platform experience, frictions and feature improvement suggestion, to more conceptual topics such as the value of having a voice in the decision-making process, and the impact a platform like Swae can have on engagement, motivation and morale.

While the results are not scientifically defensible, the pilot program indicated that using Swae was a positive experience for users, with direct impact on:

• Employee’s ability to share their voice and ideas with their community beyond existing collaboration tools and processes available to them

EMC employees’ level of engagement, motivation and happiness.

Fifty-eight out of 100 pilot users responded to the first pre-pilot baselining survey, fifty-three out of 100 pilot users responded to the second mid-pilot user experience survey, and twenty-four out of 100 pilot users responded to a post-pilot survey.

Notable findings from the mid and post pilot surveys include:

92% – Ideas uncovered due to Swae

92% of pilot users surveyed said that Swae helped them more easily surface and discuss ideas that would not have otherwise surfaced using other collaboration channels that are currently available within the organization.

95% Swae helped to convey ideas better

95% of pilot users surveyed said Swae helped them convey ideas or changes they wanted to see at EMC better than other collaboration channels and tools currently available at EMC.

96% Swae increased engagement, motivation or hapiness

96% of pilot users surveyed said that having a chance to share ideas and collaborate on important decisions through Swae’s platform increased their engagement, motivation or happiness as an EMC team member

88% – Easy to share ideas and voice

of pilot users surveyed said that Swae’s platform made it easy for them to share their voice as an employee at EMC and made sharing ideas more accessible to the whole community.

7.4/10 Overall Platform Experience

Pilot users rated the Swae platform a 7.4 out 10 for overall platform experience (across both mid and post-pilot survey respondents)

Anonymity benefits

The majority of pilot users surveyed expressed appreciation for the anonymity Swae offers

CONCLUSION

The pilot was successful in demonstrating that the Swae platform enabled users to share ideas and engage with team members and leaders across the company.

Pilot users had opportunities to share improvement requests and suggestions to Swae’s existing UI, UX, and feature set. These requests have been carefully considered and some are being prepared for release in the near future.

How can help your Organization

Gaining insights and experience from past pilots has shown that when leaders implement Swae, they discover problems they didn’t even know existed within their own organization.

What this allows is creativity to be unleashed and allows more of their own people to come together in bigger ways to solve the organization’s challenges, come up with cool ideas to innovate, and so much more.

Swae’s platform helps drive workplace improvement and innovation strategy which can transform the way leaders include others to prioritize challenges and source potential solutions from people that haven‘t had the opportunity to share their voice.

Testimonials

How Swae contributed to an evolving-culture

It gave other people a platform to express their ideas. The platform [Swae] would help foster a culture of open sharing of ideas.

EMC Insurance Swae Pilot User

The platform acted as a tool to empower me to provide ideas to team members I would not typically interact with during a normal workday. It also allowed me to see other viewpoints through positive dialog.

EMC Insurance Swae Pilot User

How Swae contributed to improving inclusivity
SWAE was an excellent way for numerous EMC team members to reach out and speak up about different ways to improve EMC Insurance

EMC Insurance Swae Pilot User

I want people to feel empowered and equal when presenting ideas and for all ideas to be treated with the same weight, not dismissed before review because of a preconceived bias about a person.

EMC Insurance Swae Pilot User

How Swae helped further enterprise-wide collaboration
It’s very encouraging to have a transparent opportunity to present proposals and to see healthy debate occurring on them.

EMC Insurance Swae Pilot User

We have no other platform to share ideas [like Swae]. I see the potential with this platform to break down ideas into departments as well as corporate-level projects.

EMC Insurance Swae Pilot User

How Swae helped unearth hidden innovation ideas
It gave me a formal place to express my ideas without having to search around for the right person to pitch my ideas to.

EMC Insurance Swae Pilot User

Swae helped LifeLabs to solve a costly industry-wide talent retention and attraction challenge in 30 days

Swae helped LifeLabs to solve a costly industry-wide talent retention and attraction challenge in 30 days

Download Case Study (PDF)

CASE STUDY

Lifelabs

How LifeLabs Used Swae to Solve a Costly Industry wide Talent Retention and Attraction Challenge in Less Than 30 Days
USE CASE

Employee-Driven Ideation for Healthcard Recruitment & Retention

LOCATION

Canada

INDUSTRY

Healthcare & Laboratory Services

WEBSITE

lifelabs.com

CUSTOMER SINCE

2020

The solution sourced through Swae could help retain up to 10 Medical Laboratory Technicians and Technologists per year, helping solve a particularly challenging industry-wide retention issue.

The

Problem

In November 2020, Swae announced our partnership and pilot with LifeLabs to help crowdsource COVID-19 business and operation solutions directly from employees.

While remaining in full operation during COVID-19, LifeLabs had to continuously adapt to the ever-changing landscape with the health and safety of their customers and employees at top of mind. The team reacted swiftly by streamlining operational procedures, modifying their business model and services, and updating policies to remain agile and consistent. With great and persistent change comes the challenge of keeping everyone aligned. To support employees, the LifeLabs leadership team wanted to ensure they were hearing internal feedback quickly, addressing complex challenges collaboratively, and keeping an ear open for insightful ideas for improving the organization, all at the same pace of the changes required.

Swae was engaged to help them achieve these goals with a pilot program, formally launched in January 2021. The program was intended to help the LifeLabs team focus on the ‘Future of Work’ and understand how they could adapt processes at their labs and collection centers in a post-pandemic world.

The Swae pilot was initially sponsored by the company’s Lab Operations division. When it began, 28 leaders were invited to join a session to brainstorm, suggest, and collaboratively prioritize the most pressing problems and areas of concern while identifying potential solutions.

Given the circumstances [of Covid-19] that we couldn’t get together as one team physically, Swae gave us the necessary tools to bring all of our teams together in one place to generate ideas, improve ideas collaboratively, and vote on the best ideas, to put forward some tangible and actionable outcomes from the process.


Haleh Bahrami
VP of Operations

Activity

The top priority that surfaced through their efforts with Swae was the issue of attracting and retaining highly skilled Medical Laboratory Technicians and Technologists. This industry-wide challenge came from increased competition for these roles stemming from the global pandemic and existing long-term trends of increased scarcity for these roles that had been impacting the industry.

The concern of attracting and retaining trained Medical Laboratory Technicians and Technologists is not unique to LifeLabs. This is a challenge affecting the entire healthcare industry.

According to the Canadian Institute for Health Information, the medical industry has an aging workforce that is retiring earlier than expected. Referencing a Statistics Canada study, they found that as baby boomers move towards retirement, the supply of medical staff has not kept pace with the retirement rate. The study found that the average retirement age for Canadians employed in health and social services between 1976 and 1980 was almost 65 years, but 10 to 15 years later the average dropped to approximately 62 years. This 3-year reduction and deficit significantly impacts the availability of Medical Laboratory Technicians and Technologists and other specialized medical staff to fill critical roles.

A recent study on the Fastest Growing Industries and Professions in Health Care by the Skilled Immigrant Infocentre also identified that Medical Laboratory Technicians and Technologists are among the highest in-demand professions across the country. In British Columbia alone, they estimate 1,520 new job openings by 2025. While there is significant demand for these professionals, the supply of Medical Laboratory Technicians and Technologists has not kept pace.

When Medical Laboratory Technicians and Technologists first join LifeLabs, they receive an investment in training and development within the first eight weeks of their employment. For LifeLabs to consistently compete and continuously improve as an organization, it was imperative that they continue to retain their in-demand and highly-trained employees.

Given the uncertainties in the market, this challenge proved very difficult to solve with simple solutions.

Swae gave us a place to put our ideas forward in a democratic way, so people could vote, see what the top ideas were, have a debate about it and write down why they felt that idea should be the one to go through to the next steps.

As a result of this, a few of the ideas were put forward, one in particular got a lot more traction, so for us as an organization, now we had a few things to take to the next level as well as the one with the top accolade.


Haleh Bahrami
VP of Operations

Opportunity

When in doubt, innovate!

This became LifeLabs’ motto as they addressed each organizational challenge head on.

By using Swae’s platform, the discovery and brainstorming process uncovered several brilliant ideas from participants to effectively address the various problems they faced. The group’s biggest area of focus was around talent retention and attraction. The idea that gained the most engagement and traction included offering a retention bonus and student loan subsidy or reimbursement to help newly-trained Technician students pay back a portion of their student loans if they remain employed at LifeLabs for a period of up to two years. This idea can be a major incentive at any point of a person’s career, but is a definite advantage during times of great uncertainty. In addition, they thought this idea could help LifeLabs improve the incentives for retaining talent while also attracting new applicants.

Over the 30-day pilot, this specific idea gained over 50% engagement from the entire cohort, had an average vote of 82% from 14 managers, and allowed colleagues to collectively raise potential risks and easily discuss all facets of this potential solution in a constructive manner.

This idea graduated into an official management review by the Vice President of Operations and Human Resources leaders. Together, leadership from across the organization conducted a feasibility study to stress-test the idea and they now have plans to turn it into official company-wide policy.

50%

Engagement from all pilot users

82%

Average vote received on this proposal

14

Managers who voted on the proposal

This idea graduated into an official management review by the Vice President of Operations and Human Resources leaders. Together, leadership from across the organization conducted a feasibility study to stress-test the idea and they now have plans to turn it into official company-wide policy.

Swae is a tool I have been hoping to see developed for many years. It dispels many of the implicit and explicit biases often seen in brainstorming exercises.


Jamie Lepard
Business Continuity Programme Manager

Swae exceeded our expectations and helped us gather the right information, and provided that opportunity nationally for us.


Haleh Bahrami
VP of Operations

RESULTS

44

proposals were crowdsourced and generated across the 4 Missions

22 

of these proposals achieved the success metrics and engagement to graduate for a management review

95% 

of the pilot participants used Swae at least once during the pilot

78%   

of the pilot participants used Swae at least once per month, if not more.

8   

On average, each pilot participant voted on at least 8 unique proposals throughout the duration of the pilot

3   

On average, each pilot participant made at least 3 unique comments, suggestions or risks on proposals

13%  

of the pilot participants used Swae on at least once per day

“Once implemented, the idea could help retain up to 10 Medical Laboratory Technicians and Technologists per year, helping solve a particularly challenging industry-wide retention issue.”

CONCLUSION

Once implemented, the idea could help retain up to 10 Medical Laboratory Technicians and Technologists per year, helping solve a particularly challenging industry-wide retention issue.

This in turn could help LifeLabs repurpose scarce resources and re-investment in other areas to continue growing their business.

This potential solution could be a major win for the organization and will be closely monitored throughout the implementation of the policy to fully understand the overall impact more accurately and attribute any positive outcomes back to the Swae pilot.

The Swae team was amazing in terms of supporting us and providing us feedback for how we can use the platform better and guided us through the whole process. 


Haleh Bahrami
VP of Operations

Testimonials

Lifelabs partnered with Swae to help solve an industry wide talent retention and attraction issue

“Swae is a tool I have been hoping to see developed for many years. It dispels many of the implicit and explicit biases often seen in brainstorming exercises.”

Jamie Lepard

Lifelabs

Business Continuity Program Manager

How can help your Organization

Gaining insights and experience from past pilots has shown that when leaders implement Swae, they discover problems they didn’t even know existed within their own organization.

This allows is creativity to be unleashed and allows more of their own people to come together in bigger ways to solve the organization’s challenges, come up with cool ideas to innovate, and so much more.

Swae’s platform helps drive workplace improvement and innovation strategy which can transform the way leaders include others to prioritize challenges and source potential solutions from people that haven‘t had the opportunity to share their voice.

Please get in touch to see how Swae can help
your team collaborate and make smarter decisions

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Swae helped Etihad leverage knowledge organization-wide to unleash powerful ideation and drive continuous innovation

Swae helped Etihad leverage knowledge organization-wide to unleash powerful ideation and drive continuous innovation

Download Full Case Study (PDF)

Download 1 Page Case Study (PDF)

CASE STUDY

Etihad

Airways

Etihad Airways is the second-largest airline and the flag carrier of the UAE. The airline operates more than 1,000 flights per week to over 120 passenger and cargo destinations globally.

The airline company holds the distinction of becoming the fastest growing airline company in commercial aviation. With more than 20,000+ employees, Etihad Airways knows the importance of quality customer service, in-flight entertainment systems, and exclusive lounges.

USE CASE

Employee-Driven Ideation
and Innovation Discovery

LOCATION

(HQ) Abu Dhabi, Global

INDUSTRY

International Airline

SEGMENT

Ideation, Entrepreneurship,
Innovation Management

WEBSITE

etihad.com

CUSTOMER SINCE

2019

ORGANIZATION SIZE

22,000

TOTAL ACTIVE USERS

22,000

Etihad Airways needed a faster and more effective way to leverage knowledge from all employees cross-organization to unleash powerful ideation and drive continuous innovation.

The

Problem

Senior leadership realized that their manual system and processes created an environment that limited their competitive advantage, and didn’t allow enough valuable input from the entire organization.

Etihad Airways was managing their company-wide employee innovation in an unscalable and inefficient manner to try to turn ideas into decisions, resulting in poor results and outcomes.

Etihad Airways’ superhuman two-member innovation team manually consolidated a series of tools – from suggestion boxes and forms, to Yammer chat rooms and boards, and surveys — to design the company-wide innovation process for turning employee insights and ideas into  investable decisions.

Their in-house innovation process was falling short of what management envisioned. This in-house process did not allow ideas from other team members or employees across the organization to add their insights or scrutinize the proposals.

The best ideas, as determined by the innovation team using a closed evaluation process and metrics, were presented at a Monthly Innovation Council’s “Dragon’s Den” to determine their fate. In the lead up, the innovation team would coach the proposal owners on how to turn their proposal into a compelling 5-minute business pitch.

The process, while highly valuable to those who had their proposals move through the process, used an enormous amount of already-scarce senior management time in an inefficient way. Many felt left out of the loop resulting in low motivation, engagement, and productivity. The program also yielded limited results organization-wide: It required 2 FTEs to manage; produced only 324 ideas, 10 of which made it to a decision-round and 3 of which were selected, resulting in a negligible 1.5% company-wide engagement rate.

Senior leadership realized that this manual, high-touch system and processes seriously impeding the organization’s ability to innovate at a faster rate and leverage powerful insight from their entire employee base.

PROCESS oF COLLABORATION 

Swae offered Etihad Airways a platform that integrates with their existing system and allows senior management to capture the robust knowledge and knowhow of their people,  Even within a fragmented and complex infrastructure.

The integration included successfully passing industry standard and enterprise level security assessments (Penetration Tests), as well as integration with OKTA/SSO, and strict protection of data. Three complementary functions were put into place: data Anonymization, AI, and crowdsourcing.

The integration provided the bottom-up expression for ideation and new methods to drive collective intelligence in a structured, efficient, and easy-to-use way.

We worked with Swae to pilot iFikra, an internal ideation platform for Etihad employees, and the results have been encouraging. What started out as an idea platform has now evolved to be a driver of employee engagement, allowing us employees from different roles, grades and locations to collaborate, share ideas and have their voices heard. It’s taught us that there are bright ideas waiting to be uncovered amongst our employees, and importantly, that they will share and engage, if provided with the right platform to do so.

The Swae team has been accommodating to our requirements, tailoring the solution to needs unique to an organisation our size, and have been an absolute pleasure to work with. We look forward to evolving the platform with them, introducing more features and improving the employee experience as they interact with iFikra

Kai ling Ting

Senior Manager Strategy & Innovation, Digital and Innovation

The platform offers Etihad Airways’ employees a way to anonymously craft well-written proposals for submittal to the company’s innovation board and to articulate their intentions.

The platform improves on their original ideas suggesting more convincing language,  uncovering potential biases, and helps them to propose supporting evidence from external or internal resources.

SWAE’S

IMPACT

Before and after Swae integration

Swae supported the engagement agenda strongly and allowed all employees a change to submit ideas, regardless of location, work type or grade

Senior leader

Etihad Airways

before swae
before swae
with swae
Improvement
\

Users

324
8,013
2400% Increase
\

Ideas generated

324
1,297
360% Improvement
\

Decision ready ideas

10
82
660% Increase
\

Investable Decisions

3
7
50% Improvement
\

Company Wide Engagement

1.5%
37%
2200% Improvement
\

Full-Time Employees Managing Program

2FTE
(15 days)
1 FTE
(1 day / month)
100-500% Reduction

RESULTS

Integrating Swae’s platform internally supported an always-on, AI-powered, employee ideation and engagement tool.

\

360% improvement in the number of total ideas generated from the entire employee base.

\

660% increase in the total number of investable ideas

\

25% improvement in the number of investable decisions

\

2,200x improvement in the overall engagement rate of Etihad Airways total employee base

\

500% reduction in senior management’s needed time in the processes and interaction with the platform

Testimonials

Swae supported the engagement agenda strongly and allowed all employees a change to submit ideas, regardless of location, work type or grade

– Etihad Employee & Swae User

It’s a great opportunity for staff to expose ideas that will
contribute to improve the internal processes

– Etihad Employee & Swae User

I like how it was open to all ideas.

– Etihad Employee & Swae User

“Innovative and empowering initiative”

– Etihad Employee & Swae User

It was easy than expected. It was easy to understand the idea and the related aspects based on the way it was
displayed.

– Etihad Employee & Swae User

We cannot expect to be in business tomorrow with todays tools. We need tomorrow’s tools and Swae’s platform help us evolve and adapt

– Etihad Employee & Swae User

It’s a fantastic platform able to share your idea so it can come live.

– Etihad Employee & Swae User

Innovative ideas should not limited to  campaigns as ideas can develop in an instance at any time. A platform like Swae can support posting of ideas anytime all year round.

– Etihad Employee & Swae User

As an employee, it felt empowering to voice my opinions

– Etihad Employee & Swae User

Innovation could come from any sources and Swae is the right tool to tap those resources.

– Etihad Employee & Swae User

Swae helped the Bosch Alumni Network use past awardees to crowdsource due diligence and determine future project funding

Swae helped the Bosch Alumni Network use past awardees to crowdsource due diligence and determine future project funding

Bosch Alumni Network

“The Bosch Alumni Network brings together former and current fellows, grantees and staff members of the Robert Bosch Stiftung and its partners. By connecting network members with common interests but different backgrounds, cross-sectoral exchange and international collaborations can be fostered.”

Website
www.boschalumni.net

Location:
Global

Industry:
Technology – Mobility, loT, Energy

Segment:
Culture & Performance

Customer Since:
2019

Org Sample Size:
500

Total Active Users:
50

Pilot duration:
10 weeks

Case study

Inclusive decision making for determining future project funding

The Bosch Alumni Network used past awardees to crowdsource due diligence and determine future project funding.

Problem: The Bosch Alumni Network wanted a more inclusive approach to their project funding decisions and selection process

The Bosch Alumni Network has a particularly strong belief that smart decisions are made when the power of decision-making is shared by a diverse group. When Swae and the Bosch Alumni Network began collaboration, the network was about to make a difficult decision – choose which of nine projects, that had been proposed by members to advance the cultural inclusion aims of the network, would be resourced. A nine-person jury capturing unique perspectives was selected to choose the winning proposal; still though, the network was of the opinion that the further participation of its members in decision-making would add to the level of inclusion that a diverse jury offered. Furthermore, leadership recognized that decision-making done by a relatively small group can appear closed and lack their desired level of transparency. Competing with these concerns, were the logistical challenges of broader inclusion in a globally distributed network. Swae and Bosch worked together to overcome these challenges.

Process of collaboration

The proposals were imported into Swae’s online environoment and made accessible via invitation to anyone in the Bosch Alumni Network. Members were invited to comment on the proposals, highlighting concerns or favourable points for the jury to consider and were asked to show their support or lack thereof for a proposal via a digital voting system. Following engagement by the community, the jury convened to make the final decision for the winning proposal and were granted access to the comments and votes to aid their deliberation.

Results

Introducing the Swae environment into the proposal selection process sent a clear message to the Bosch Alumni Network that the desire for broader inclusion and transparency in decision making was a genuine priority for leadership. Many leaders today want more inclusion and transparency, but the intent can become muddled in the operational delays and other challenges that arise when trying to implement systems for inclusion across distributed teams with a variety of tools – the ease of engagement with Swae sent a clear message: “It had a clear signal to the community, this is what we need, we want to have decisions that involve the perspectives of [the] community” said Managing Director of the Alumni Centre, Darius Polok.

It had a clear signal to the community, this is what we need, we want to have decisions that involve the perspectives of [the] community

 

Darius Polak
Managing Director, International Alumni Center

  • Contributors to proposals with jury selection alone
  • Contributors to proposals with Swae

Beyond messaging, the use of the Swae environment truly enhanced engagement – 50 alumni participated in the conversation, commenting or voting on proposals. The use of an online environment made engagement in the conversation accessible to more than five times as many alumni than if the jury alone had reviewed the proposals. Alumni corroborated these numbers, sharing some main advantages they saw from Swae including, “More engagement, exchange, and [input] from voices beyond those on the jury”.

We’re constantly learning

From this partnership, we learned the importance of engaging with the digital tool before sharing a call for proposals. The Bosch Alumni Network proposals were written by contributors for an initially non-digital and formal project submission, making their format less conducive to online collaboration. In particular, proposals were therefore long and readers could not quickly grasp the intention without reading most of the document. In addition to engaging early, allowing us to help set expectations and offer guidance in creating engagement-friendly materials, we think this challenge can be mitigated with software: our AI will create a summary statement of each submission for easy viewing by other contributors in the network and suggest informative titles to draw contributors’ attention to the proposals. This feature is in our pipeline and will be released later this year.

Swae is furthermore adding features to support the quality of contribution and encourage fair, unbiased comments and voting. Sometimes, crowdsourced feedback can bring forward ideas based on author popularity rather than the earned popularity of the idea itself. One way that the platform will encourage thoughtful, critical engagement and minimize the biases of relationships between contributors is by including a contributor rating system – the believability of contributors’ comments can be rated by other users and these ratings will shift the credibility score of a contributor within the platform. Furthermore, the platform will suggest proposals to individuals based on their interests and skillsets, encouraging them to comment and vote on ideas that they may not have otherwise sought out within the online environment. These features will also be released later this year.

 

Add transparency to your selection process to increase trust, and engagement within your organization’s community. Add credibility to your decisions by involving more diverse perspectives. Welcome collaboration from a distributed network with operational ease.

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