Frisbee Management (NL), van Kroese brands & behaviour
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The document discusses the concept of distinguishing characteristics of the Greenberg Traurig firm, focusing on the importance of building strong organizations and brands through effective leadership, customer orientation, and creativity. It introduces 'frisbee management,' emphasizing the iterative nature of change cycles required for sustainable growth and the necessity of aligning perception, attitude, and behavior to improve results. The Kroese Distinction Index is presented as a tool to measure and drive organizational performance, focusing on identifying key performance indicators and fostering commitment among management levels.
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Frisbee Management (NL), van Kroese brands & behaviour
- 1. Identiteit: drivers of distinctionVastgesteld wordt welke eigenschappen van GreenbergTraurig samen het unieke karakter van het kantoor bepalen.Leaders and managers have a deep longing to build better organisations and win in the market place.REPUTATIONDRIVERSRecognitionGrowthBringingSolutionsInternationalfocusProfessionalismTrack RecordAttractiveWorkplaceAttitudeDISTINCTIONDRIVERSUnderstanding the power of yourorganisationwill help you turn thatdesireintoenergy, inspiration and a sustainableadvantage in yourmarket. Mentality/ attitude & energyCustomer orientationInternal cooperationProblem solving capacityCreativityDEFINE DISTINCTION IN THE MARKET
- 2. BUILDING BETTER ORGANISATIONS & BRANDSAn introduction to Frisbeemanagement 速
- 3. Each organisation has the potential to live up to its full potential. Just as the sculpture is embedded in the rock.The question is: how to harness this potential?
- 4. Brands & behaviourstrong organisations build strong brandsstrong brands are:more profitable more sustainableit is the people that build the brand
- 5. In an open source, networkedeconomy, its PEOPLE and BRANDS thatmake the difference!BRANDpresence
- 6. relevance
- 7. meaningBrandRelevance over recognitionMeaning over imageContentIntellectualcapacityKnowledge, Ideas, ConversationPEOPLEcommitment
- 8. cooperation
- 10. Its frisbee management!Iterate!set the spin in motion(change cyle)swing in rightdirectionwatch the resultslet go!(at the right moment)
- 11. The relevance of frisbeemanagementBuilding 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 youre looking for steep growth figures youll toss differently from a company at the end of a life cycle, trying to make a long, stable flight.
- 12. Cause & effectcontextWhat determines perception and attitude of people involved?Distinctive brand?Excellent performance?WHAT IS THE DIFFERENCE WE WANT TO MAKE?resultsperception/ attitudeII. Perception and attitude determine behaviour.behaviourIII. Behaviour creates results.
- 13. Leadership: command & controlTasks: individual approach, lack of coordinationEnvironment: sloppy, not portraying an image of professionalismcontextInferior resultsDeclining growthWHAT IS THE DIFFERENCE WE WANT TO MAKE?Case: beforePerception/attitude: 9 to 5
- 14. Its not my fault resultsperception/ attitudeResults:low morale
- 15. no pride
- 16. no fun
- 19. no responsibility being takenLeadership: clarity on goals, responsibility and trust, freedom to realiseTasks: make our customers happy!!Environment: focus op professionalismcontextSustainable growthWHAT IS THE DIFFERENCE WE WANT TO MAKE?resultsperception/ attitudeCase: afterPerception:customer pays our salary
- 20. fun to grow, improve and innovate!
- 21. we accomplish togetherbehaviourResults:better cooperation
- 22. pride & fun
- 23. recognition and visibility in the market place!Behaviour:a lot of initiatives, innovation
- 24. hold one another accountable for quality, discuss responsibilitiesChangecyclecorporate missionvaluescommunication & environmentway of workingcontextcontextleadershipstructureCommitment & involvementrelevanceWHAT IS THE DIFFERENCE WE WANT TO MAKE?WHAT IS THE DIFFERENCE WE WANT TO MAKE?meaningCustomer focusresultsresultsperception/ attitudeperception/ attitudesalesAdherence to Strategic prioritiesinnovationInspirationbehaviourcooperation/team playbehaviourbusy with priorities?creativity
- 25. Successful interventionsare 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.
- 26. Kroese Distinction Index 速FeaturesIt is a key performance indicator, which depicts a companys 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 companys performance.
- 27. Ask the right questions, the right wayexample: Customer focus, accountmanagementrealityInternal, today:When a customer calls:I answer the questionAnswer question and assure that customer is satisfiedAnswer question, assure satisfaction and edit CRM-dataCustomer, when I call:my question will be answeredquestion will be answered and accountmanager assures that I am satisfied.plannedRequirementmanagement(maturity)Improve next month:When a customer calls:I answer the questionAnswer question and assure that customer is satisfiedAnswer question, assure satisfaction and edit CRM-data
- 28. will yielda 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?
- 29. and provides cultural framework.highFocus onpriorities,cooperate,learn, growmaturitylowsupportresistanceInspire, involve
- 30. Kroese Distinction Index 速Delivery 1: knowledge and insightthe relationship between the organisational context and the results the company getsa common understanding of:the companys or brands position on key performance indicators
- 31. the organisations strength and ability to drive the brands distinctioninsight in maturity of our way of working:are people doing the right things or are they busy being busy?insight in whether people are on the same songsheet:to what extent is there (dis)agreement on certain dimensions or topics?insight waste and potential synergiescompared to score X today what do you want it to be next year?Kroese Distinction Index 速Delivery 2: how to toss the frisbee!agreement on priorities for execution and most urgent issuesingredients for a sound strategic plan and agreement on the processcommitment on various management levelsideas for interventionsexecution plan
- 32. Sample outcomes of analysisyellow cells depict areas that need special attention
- 33. based on tolerance set by customer (in this case: a score
- 34. maturity on a scale of 1-5KDI: Kroese Distinction IndexClient: Contact: Date: 12 Maart, 2009Consultant: Theo Kroese, Jan van de PollIllustrative figures. For demonstration purposes onlyExamples of OutputActual Maturity LevelsThe 7 respondents from Division 1compared on all 4 questionnairesMaturity Level種種種種Methodology nominatedfor the ICT-prize of theEuropean CommunityImprovementscenarioMoving Perception & Attitudeto Maturity Level 3Maturity LevelDendrogramSignificant disagreement in Division 1 on improving on Perception & AttitudeAssessment structureFour questionnaires divided in 14 dimensionsDivision 1 > Perception & AttitudeScore Type: PlannedStacked HistogramShows how respondents plan to improve. Compare with top-down priorities to identify areas of waste or under-investment.WasteShortageManagement SummaryColumn- & Row totals plus KPIsWasteKroese Distinction IndexOne overall score3.0
- 36. More infowww.kroese-bb.comKroese brands & behaviour bvHandelsweg 59e1181 ZA AMSTELVEENTHE NETHERLANDSinfo@kroese-bb.comStand outsustainably!