Case Study: Transforming Performance Conversations with Incompass
A 30,000 employee global organization with a collaborative but feedback-averse culture faced challenges in delivering direct and constructive feedback. Historically, the company’s leadership found it difficult to engage in tough conversations about performance, which resulted in a lack of accountability and limited employee development. Recognizing the need for change, the Chief HR Officer (CHRO) saw an opportunity to drive cultural transformation by implementing Incompass with the senior leadership team.
The organization’s culture discouraged candid conversations about performance, creating a “trophy” mentality where everyone felt validated, but true high performers were not easily distinguished. Without a structured feedback process, it was difficult to develop leaders effectively or make data-informed decisions about performance.
Incompass was introduced to 200 of the company’s senior-most leaders as a way to disrupt traditional feedback practices. The 360 performance assessment tool requires leaders to engage in transparent, honest conversations about performance, drawing on clear, data-driven insights from multiple perspectives. This marked a significant shift from generic validation to a more objective evaluation of individual contributions.
In its initial rollout, Incompass transformed how the leadership team approached feedback and accountability. Leaders went through a range of emotions—shock, denial, anger, and acceptance—as they processed the feedback they received. This journey prompted meaningful, sometimes uncomfortable conversations about performance that had previously been avoided.
One key insight involved the number of reviews individuals received. For example, a direct report who initially received only two reviews recognized the importance of building stronger networks within the organization. This realization led to proactive efforts to connect more broadly across teams in preparation for future assessments.
The feedback culture among senior leaders also evolved. Incompass encouraged leaders to confront their own tendencies, with some recognizing that discrepancy between how they rated themselves and how others rated them. By fostering a balance between self-assessment and
peer feedback, Incompass challenged the idea that everyone excels in all areas, helping the organization shift toward a merit-based performance culture. The CHRO expressed confidence that these evaluations would become more refined with each assessment cycle.
One of the most significant outcomes of introducing Incompass has been the way it sparked ongoing conversations about performance. According to the CHRO, not a day goes by without leaders referencing Incompass and its insights. The tool’s impact extends beyond ratings, fostering continuous dialogue about accountability and development and breaking down barriers that once limited these discussions.
For this global organization, Incompass has proven to be more than a performance assessment tool—it has become a catalyst for cultural change. By promoting honest feedback and holding leaders accountable, Incompass has empowered the company to transition from a “trophy” culture to one that values transparency and true performance differentiation. With this shift, the organization is on the path to cultivating a more transparent, growth-oriented work environment.
The company has now abandoned their traditional performance review process and software in favor of using Incompass two times per year to drive their performance culture forward.
