Post on 15-Feb-2016
description
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
Identiteit: drivers of distinction
Vastgesteld wordt welke ‘eigenschappen’ van Greenberg Traurig samen het unieke karakter van het kantoor bepalen.
Recognition Internationalfocus
Track RecordAttitude
BringingSolutions
Professionalism AttractiveWorkplaceR
EPU
TATI
ON
D
RIV
ERS
Growth
DIS
TIN
CTI
ON
DR
IVER
S Mentality/ attitude &
energy
Customer orientation
Internal cooperation
Problem solving capacity Creativity
DEFINE DISTINCTION IN THE MARKET
Leaders and managers have a deep longing to build better organisations and win in the market place.
Understanding the power of your organisation will help you turn that desire into energy, inspiration and a sustainable advantage in your market.
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
BUILDING BETTER ORGANISATIONS & BRANDS
An introduction to Frisbeemanagement ®
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
Brands & behaviour
• strong organisations build strong brands• strong brands are:
– more profitable – more sustainable
• it is the people that build the brand
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
swing in rightdirection
let go!(at the right moment)
watch the results
FRISBEE
MANAGEMEN
Tset the spin in motion(change cyle)
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
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.
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
I. What determines the perception and attitude of employees?
II. Perception and attitudegenerate behaviour.III. Behaviour creates
results.
WHAT IS THE
DIFFERENCE WE WANT TO MAKE? PERCEPTIO
N/ ATTITUDE
BEHAVIOUR
RESULTS
CONTEXT
Frisbeemanagement ®
DISTINCTIVE BRAND?EXCELLENT
PERFORMANCE?
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
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.
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
Kroese Distinction Index ®
FeaturesIt 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.
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
Ask the right questions, the right way…
Internal, today: When a customer calls:1. I answer the question2. Answer question and assure that customer is
satisfied3. Answer question, assure satisfaction and edit
CRM-data
Customer, when I call:1. my question will be answered2. question will be answered and
accountmanager assures that I am satisfied.
REQUIREMENTMANAGEMENT
(MATURITY)
PLANNEDImprove next month: When a customer calls:1. I answer the question2. Answer question and assure that customer is
satisfied3. Answer question, assure satisfaction and edit
CRM-data
REALITYexample: Customer focus, accountmanagement
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
…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?
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
…and provides cultural framework.
Potentials
dialogue, involve,inspire
Ambassadors of change
accelerate, contribute
Questionmarks
Grow or go?
Believers
Involve, grow, learn
high
low
mat
urity
supportresistance
Focus on priorities,
cooperate, learn, grow
Inspire, involve
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
Sample outcomes of analysisDISTINCTION
DRIVERCOMPANY
TOTAL MATURITY UNIT I MATURITY UNIT II MATURITY UNIT III MATURITY
Recognition 6.0 2 5.4 3 8.0 2 4.6 1
Image 7.8 4 8.6 4 7.4 4 7.3 4
Sales 6.3 1 7.4 0 6.0 1 5.4 1
Innovation 6.8 0 6.0 1 7.2 0 7.1 0
Commitment 7.9 4 8.2 3 8.0 4 7.6 4
Cooperation 6.3 1 4.3 1 7.5 2 7.0 1
Creativity 6.8 2 7.5 2 6.0 2 6.8 3
Leadership 7.1 3 7.0 4 6.8 3 7.6 3
Distinction Index 6.9 6.8 7.1 6.7
• 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
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
Examples of results
Interpretation/result Possible solution/approachCommand & control style of leadership does not work anymore, it deters people
Set goals, inspire and help them, change internal environment and communication.
Our service stands out, but the market is not sufficiently aware.
Awareness campaign, PR, recognition events, referral strategy, online
Customers tend to love our products, but the quality of our customer relationships turns them off.
Inject customer focus in people, teams and the whole brand experience.
The ‘low hanging fruit’ is in improving our relationship management
• improve relationship management• internal ‘customer focus program’• reinforce account management• improve operational excellenceThere is not enough ‘WOW’ in the experience
of our company’s products and services
Lack of motivation hampers cooperation…, we do not seem to have the enthusiasm or spirit to go the extra mile
• leadership program • inspirational program aimed at broad based
support: (re)define market approach
We are rich in ideas, but poor in execution, losing focus in meetings and internal discussions (‘management of disagreement’)
• KDI provides priorities• team building and (possibly) team
reorganisation• social innovation
FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®
More info…
www.kroese-bb.com
Kroese brands & behaviour bvHandelsweg 59e
1181 ZA AMSTELVEENTHE NETHERLANDSinfo@kroese-bb.com
Stand out…sustainably!