“Tela is a tool for analysing organisational networks and modernising the informal structure of an organisation. It improves the flow of information. It enables better decisions.”


Increase in involvement of employees

Involvement of employees means that they are doing more than just what results from their job descriptions or tasks assigned to them. Tela cannot make it. But what it can do is to effectively support building of an organisation which promotes such an attitude. Tela enables diagnosis of activities building involvement and identification of people who undertake these activities. An example is sharing knowledge. If an employee shares his or her knowledge with others and they confirm that they obtain valuable data, then we can talk about the activity proving involvement of this person. This tool will allow not only identifying persons who are the source of specific resources for others, but the SWOT analysis of the entire company will also take place thanks to the collective statistics. It turns out clearly which areas are the strengths of the company and which should be improved/developed.

Knowledge enables better management decisions

People, their relations, competence, experience are all very valuable asset of many companies. In order to manage it properly you need the right tool. In addition to large ERP-class systems whose operation is arduous, not very intuitive and often missing the point of their implementation (cost reduction), there is a tool such as Tela. Who is the key employee? Within which process? In which location? Who is a potential talent facilitating work of others in the organisation? Which employee is the bottleneck in the process of transmission of information? If you are interested in answers to these questions, Tela is a system for you.

Informal structure of the company

Virtually every organisation has a formal, in general hierarchical structure which puts the decision-making process in order. However, beside this formal structure equally important, if not more important role is played by the informal structure. The informal structure of the company is a network of connections existing between employees. Who expects decisions from whom? Which employees others would like to work with? Who is seen as the most effective? The answer to these questions creates a network of connections between the employees, which forms an informal organisational structure. Can knowledge of this structure come in useful for improving the operation of the company?

Tool of non-financial motivation

There are few factors as motivating as a positive feedback from co-workers. It is a determinant of acceptance and recognition from other people, often significant for a given employee. By asking, e.g., “Who would you like to work with more to be more effective” or “More frequent contact with which employees would make the quality of your customer service higher?,” Tela identifies the key persons, and the answers are already a positive reinforcement – non-financial motivation – for the most important employees.

Saving time and resources for performing tasks

Often the largest cost of carrying out a task is to find the person who will do it best. The organisation lacks places where employees could present their strongest points. There is no place where others could search out people with the relevant experience or competence, certificates, expertise. Tela fills in this gap. In one place, on a graph or with a search engine, you can search for people that you need at this moment. The search process takes minutes and compensates for hours devoted to searching for subcontractors on the outside or inside of the organisation.


Management Board

Obtaining information costs the most. Tela gives an easy, fast and intuitive access to a range of data about the employees of the company. Searching for the necessary information takes less time.

Employees know that their additional contribution to the company is noticed. Tela shows who shares knowledge, who makes work of others more efficient. Picturing it automatically appreciates these people, increasing their involvement, encouraging others to such attitudes.

Data included in the system becomes available to other employees. They can contact each other more easily and faster. They know more about their work and about each other.

The project of change affects primarily changes in human attitudes and behaviour. Tela visualises activity of individual people in various dimensions of functioning of the company on the graph.

Analysis of the graph clearly indicates the strengths and weaknesses of the company. Answers of the employees indicate opportunities and threats.


Rankings functioning in the application encourage climbing higher on the list of the most needed people in the company.

The vast majority of decisions of managers affect directly their subordinates. In order to make the right decisions you simply need to know your subordinates. Tela describes comprehensively all employees of the company. The look at the company as the team is quite intuitive.

Tela is a system in which employees can present themselves. What competence, experience, abilities, predispositions I have. Other employees have access to this data as well. Knowledge of my strengths becomes common knowledge – I invite others to cooperate.

Feedback gives motivation for work. Feedback from employees of all levels of the company gives me the answer to the question of what my real role in the company is.


New employees spend a lot of time to get to know the organisation. Who does what? How does he/she look like? Who should I report to with what issues? Tela is a place where a new employee will find answers to all of these questions.

Contact details of all employees available to search according to the projects, position, area of responsibility – Tela is much more than just an address book.

What competence and skills do employees have? Who has them? Who is the source of knowledge for others? Who is a filter in the process of information flow?

Tela visualises position of the employees on the graph. Naturally, the rivalry to win the best position turns on. How to do it? By working with others, lending support, communicating.


Kamiński is in the centre of the information exchange network, despite the fact that his formal position is relatively low.

A man low in the formal structure plays a key role in the communication within the company.

“Do you have questions about the network of the organisation? I offer my help”


Patryk Zaręba

tel. +48 505 642 406

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