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Identiteit : drivers of distinction

Identiteit : drivers of distinction. Leaders and managers have a deep longing to build better organisations and win in the market place. Vastgesteld wordt welke ‘eigenschappen’ van Greenberg Traurig samen het unieke karakter van het kantoor bepalen. REPUTATION DRIVERS. Recognition.

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Identiteit : drivers of distinction

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  1. Identiteit: drivers of distinction Leaders and managers have a deep longing to build better organisations and win in the market place. Vastgesteld wordt welke ‘eigenschappen’ van GreenbergTraurig samen het unieke karakter van het kantoor bepalen. REPUTATION DRIVERS Recognition Growth Bringing Solutions International focus Professionalism Track Record Attractive Workplace Attitude DISTINCTION DRIVERS Understanding the power of yourorganisationwill help you turn thatdesireintoenergy, inspiration and a sustainableadvantage in yourmarket. Mentality/ attitude & energy Customer orientation Internal cooperation Problem solving capacity Creativity DEFINE DISTINCTION IN THE MARKET

  2. BUILDING BETTER ORGANISATIONS & BRANDS An introduction to Frisbeemanagement ®

  3. Brands & behaviour • strong organisations build strong brands • strong brands are: • more profitable • more sustainable • it is the people that build the brand

  4. Frisbee management set the spin in motion (change cyle) swing in right direction watch the results let go! (at the right moment)

  5. The relevance of frisbeemanagement • Building distinctive organisations is not an overnight operation. Effective long term changes come from several change cycles. • Leaders who know the relationships between an organisations’ context, its behaviour and the results the company gets have insight in the long term drivers of the results they get. They are capable of inflicting effective change cycles upon their organisation, whether it concerns a team, a department, a business unit or a corporate entity. The change required depends on the life-cycle of your company and the industry you are in and the ambitions you have. Eg.: if you’re looking for steep growth figures you’ll toss differently from a company at the end of a life cycle, trying to make a long, stable flight.

  6. Frisbeemanagement® context What determines the perception and attitude of employees? Distinctive brand? Excellent performance? WHAT IS THE DIFFERENCE WE WANT TO MAKE? results perception/ attitude II. Perception and attitudegenerate behaviour. behaviour III. Behaviour creates results.

  7. Successful interventions • are iterative and take the organisation through change cycles continuously; • are simple; • improve the context, make it more inspiring; • create energy, inspiration, creativity and pride; • work fast. Successful interventions can be designed only from a thorough understanding of the cause-and-effect relationships in the change cycle (context-attitude-behaviour-results). The Kroese Distinction Index provides that understanding – in all dimensions, on each relevant level of detail. And it provides the ingredients and focus for improvement plans. Plus a way of working aimed at maximum commitment and enthusiasm among those involved.

  8. Kroese Distinction Index ® Features It is a key performance indicator, which depicts a company’s extent to which it stands out in one figure. This figure is broken down to scores on the key parameters that make up total distinctiveness, internally and externally. It also analyses the cause-and-effect relationships between Context, Attitude, Behaviour and Results. Thus, providing a valuable strategic instrument to effectively improve a company’s performance.

  9. Ask the right questions, the right way… example: Customer focus, accountmanagement reality Internal, today: When a customer calls: • I answer the question • Answer question and assure that customer is satisfied • Answer question, assure satisfaction and edit CRM-data Customer, when I call: • my question will be answered • question will be answered and accountmanager assures that I am satisfied. planned Requirement management (maturity) Improve next month: • When a customer calls: • I answer the question • Answer question and assure that customer is satisfied • Answer question, assure satisfaction and edit CRM-data

  10. …will yield… • a mutual accepted version of the truth; • abstract management terms made concrete. E.g.: customer focus, quality, etc. • maturity of activities: are we ‘busy busy’, or busy with priorities? • higher effectiveness due to less waste and better cooperation/synergy; • insight in support and resistance (by whom about what), provides guidance for management style (accelerate, discuss); • scenarios and decisionmaking: • framework for change program (short, mid and long term) • which goals/priorities for topmanagement, middlemanagement, operations?

  11. …and provides cultural framework. high Focus onpriorities,cooperate,learn, grow maturity low resistance support Inspire, involve

  12. Sample outcomes of analysis • yellow cells depict areas that need special attention • based on tolerance set by customer (in this case: a score < 7.0 on a scale 1-10) • maturity on a scale of 1-5

  13. Examples of results

  14. More info… www.kroese-bb.com Kroese brands & behaviour bv Handelsweg 59e 1181 ZA AMSTELVEEN THE NETHERLANDS info@kroese-bb.com Stand out…sustainably!

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