A map beats a long speech.The Graph
See at a glance who owns what in your company.
I map your skills, what is written, what is missing, and the people who own them. The bottleneck, the know-how nobody holds, the team members with nothing written down: the problems jump out.
Demo by video call or in person · Free audit
The demo map
Klaris Digital, an agency of fifteen people.
This is the demo company, as I see it. Hover a dot or a person; click what jumps out.
How to read it
Four things to look at, no more.
One dot, one skill
Drafting your terms of sale, hiring, invoicing, running a leadership meeting: each skill that produces a document. Its colour is its domain, its size the number of links that run through it.
Full, half, hollow
Full: the document is written and approved. Half: it is in progress. Hollow: nothing is written yet. A hollow map is a company that lives in people's heads.
The lines
One skill feeds another: your offers feed your quotes, your quotes feed your invoicing. What is missing upstream weakens everything that follows.
The people
Every team member, linked to what they own. The more they own, the bigger they are; in red, a bottleneck. Those who own nothing wait at the bottom, dashed.
What jumps out
I tell you what is wrong, in order.
At the top of the map, one line per problem. A click lights up the skills and people involved.
Nothing written
As long as nothing is formalised, it is the only problem I show you: I will never tell you "nothing alarming" on an empty map.
Missing essentials
Twenty-eight documents every company should have written down: sales process, invoicing, hiring, rituals, organisation. The missing ones light up.
The bottleneck
One person who owns 30% or more of what is written. Often the owner. The day they are away, everything they own waits.
Written, but owned by nobody
A document with no one responsible grows stale without anyone noticing. I show them to you, and tell you who they fall to when a team covers their domain.
People with no document
A team where some people own nothing written: their know-how exists, but it is nowhere. That is how a company loses what it knows.
Outside the domain's team
Your teams cover domains. When a sales document is owned by delivery, I flag it: it may be on purpose, it is often an oversight.
How it works
The map fills in as you write.
A hundred and forty-eight skills, already linked.
The ones in the Catalogue that produce a document, across eight domains. The meaningful links are set by our team, by hand; others are computed: a document that cites another, the same strategy sections read, the same expert hat.
Every document written with me fills its dot.
I ask the questions, I draft in your voice, you approve. The dot goes from hollow to full.
Every document has an owner.
By default, whoever wrote it. Leadership hands it to someone else in one click: the person who keeps it up to date, the one people ask.
Your teams cover domains.
Sales, delivery, administration: in Organisation, each team says what it covers. A document with no owner then falls to the team lead.
Why a graph?
A list hides what a network shows.
In a table, a hundred documents look alike. On a map, you see at once the one ten others depend on, and the person everything goes through. It is an old idea from mathematics, graph theory, applied to your company.
"Camille owns half of what is written. Seven people on the team own no document yet."
What jumps out, on the Klaris Graph
Your questions
Who sees the Graph?
Leadership and the consultants you have invited. Your team members read the documents in their own space, according to their rights.
What if nothing is written yet?
The map is hollow, and I tell you so plainly. It shows you where to start: the essentials, and the first working session, which already writes part of them.
Does it replace an org chart?
No: an org chart says who reports to whom. The Graph says who holds which know-how, and what nobody holds. The two complement each other, and your organisation lives next door, in Organisation.
Does the Graph measure exchanges between people?
No. It reads neither your emails nor your calendars: it reads what is written in Marcel, and who is responsible for it. That is deliberate: it shows your structure, not surveillance of your team.
