Creating happier employees and healthier organizations through data-driven diagnostic insights and wellbeing solutions.
Work was supposed to improve lives, not destroy them.
But today, we see unprecedented levels of burnout, mental health struggles, and disengagement that are crippling both employees and businesses.
On top of that, organizations are pouring billions into wellbeing interventions, yet 98% fail to deliver results.
Research indicates unprecedented levels of work-related mental health disorders and burnout in recent years. A study by Demerouti (2024) and Deloitte (2023) reported a 27% increase in burnout cases across various industries since 2022. Furthermore, findings published in The Lancet Psychiatry revealed a 35% rise in work-related depression and anxiety disorders over the past five years, significantly exacerbated by the COVID-19 pandemic.
When it comes to workplace mental health, the costs are staggering. Deloitte (2023) reported that in the finance sector employees experiencing burnout cost their companies over £5,397 per year. For managers earning £70,000 and above, burnout costs companies around £11,000 annually if they stay, and up to £46,000 if they leave. These numbers triple for senior executives ranging from £41,840 if they stay, and up to £191,840 if they leave.
Even general employees with untreated mental health conditions miss an average of 31 workdays yearly and lose another 28 days to reduced productivity while present. Each missed workday costs companies approximately £640, making workplace mental health not just a human issue, but a critical business concern.
Almost all corporate employee wellbeing initiatives fail to produce any meaningful improvements in employee mental health or wellbeing. In a study by Flemming (2024), it was found that 98% of all individual level employee wellbeing interventions implemented in the UK failed to produce any improvements in wellbeing or performance. The resulted in a staggering annual cost of €450-500 billion (Flemming, 2024; HBR, 2023).
But its not just wellbeing interventions that fail to deliver. More than 80% of organisational restructuring or change plans fail to deliver the expected value in the planned time (Singh & Ramedeo, 2020). Similarly, 70% of change initiatives fail to achieve their intended goals due to poor problem diagnosis, execution and planning (McKinsey, 2022).
Business Insider (2023) reports that a substantial number of CEOs acknowledge that their workplace culture is toxic, which can exacerbate mental health issues among employees. A recent survey revealed that 52% of CEOs believe their workplace culture is toxic which is a higher percentage than employees themselves report. This admission highlights a troubling awareness of the problem without effective action to address it.
Organizations’ obsession with employee engagement metrics reveals a puzzling paradox.
Organizations report high employee engagement yet see no corresponding improvement in performance outcomes.
For fifteen years, Gallup’s engagement surveys of S&P 500 companies have shown consistently high levels around 70% – yet during this same period, we’ve witnessed unprecedented volatility in actual business performance and record-breaking stock market highs.
Even more telling, academic research has failed to establish any meaningful correlation between engagement scores and hard performance metrics.
This suggests we’re chasing a metric that looks good on paper but fails to translate into real business value. Organizations are investing millions in improving engagement scores while missing the metrics that truly matter for business success and employee wellbeing.
Organizations are making well-intentioned decisions based on poor quality intelligence
Applying one-size-fits-all strategies that do not align with specific organizational needs or contexts.
Addressing surface-level issues rather than finding and underlying the root cause of problems.
Relying only on internal opinions and neglecting other stakeholder views (e.g., customers, suppliers).
Measuring the wrong indicators and using metrics that don’t correlate with key business outcomes (e.g., engagement vs. financial performance).
Decisions are often made using retrospective data, causing delays in addressing emerging issues and potentially exacerbating problems.
Overemphasizing self-assessments and internal surveys, while neglecting objective metrics like customer complaints and absenteeism.
Making decisions based on unreliable or incomplete data
Decisions are not sufficiently grounded in comprehensive data.
Both the Wellbeing industry and Organizations are broken.
As behavioral scientists and data experts, we saw countless organizations waste millions of euros in interventions to fix problems without understanding and addressing their actual causes.
These well intentioned initiatives, not only failed to provide any real world ROI, but also caused harm in the process.
Our mission is to transform how organizations make decisions about their people. We want to empower leaders with scientific, data-driven intelligence that will improve their organisational health and employee wellbeing. We want to replace guesswork with evidence, and generic solutions with targeted interventions that deliver measurable results.
