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

BUILDING BETTER ORGANISATIONS & BRANDSAn introduction to Frisbeemanagement ®

Each organisation has the potential to live up to it’s full potential. Just as the sculpture is embedded in the rock.The question is: how to harness this potential?

Brands & behaviourstrong organisations build strong brandsstrong brands are:more profitable more sustainableit is the people that build the brand

In an open source, networkedeconomy, it’s PEOPLE and BRANDS thatmake the difference!BRANDpresencerelevancemeaningBrandRelevance over recognitionMeaning over imageContentIntellectualcapacityKnowledge, Ideas, ConversationPEOPLEcommitmentcooperationcreativityOperationalQualitiesAbility to getthingsdone

presence

relevance

meaning

commitment

cooperation

creativity

It’s frisbee management!Iterate!set the spin in motion(change cyle)swing in rightdirectionwatch the resultslet go!(at the right moment)

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 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.

Cause & effect…contextWhat 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.

Leadership: ‘command & control’Tasks: 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’’It’s not my fault’ resultsperception/ attitudeResults:low moraleno prideno fundissatisfied custumersbehaviourBehaviour:passive/’reactive’employee-centric/individualisticno responsibility being taken

‘ 9 to 5’

’It’s not my fault’

low morale

no pride

no fun

dissatisfied custumers

passive/’reactive’

employee-centric/individualistic

no responsibility being taken

Leadership: 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 salaryfun to grow, improve and innovate!we accomplish togetherbehaviourResults:better cooperationpride & funrecognition and visibility in the market place!Behaviour:a lot of initiatives, innovationhold one another accountable for quality, discuss responsibilities

customer pays our salary

fun to grow, improve and innovate!

we accomplish together

better cooperation

pride & fun

recognition and visibility in the market place!

a lot of initiatives, innovation

hold one another accountable for quality, discuss responsibilities

Changecyclecorporate 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

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.

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.

Ask the right questions, the right way…example: 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

…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?

…and provides cultural framework.highFocus onpriorities,cooperate,learn, growmaturitylowsupportresistanceInspire, involve

Kroese Distinction Index ®Delivery 1: knowledge and insightthe relationship between the organisational context and the results the company getsa common understanding of:the company’s or brand’s position on key performance indicatorsthe organisation’s 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?

the company’s or brand’s position on key performance indicators

the organisation’s strength and ability to drive the brands distinction

are people doing the right things or are they busy being busy?

to what extent is there (dis)agreement on certain dimensions or topics?

compared to score ‘X’ today what do you want it to be next year?

Kroese Distinction Index ®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

Sample outcomes of analysisyellow cells depict areas that need special attentionbased on tolerance set by customer (in this case: a score < 7.0 on a scale 1-10)maturity on a scale of 1-5

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

KDI: 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Methodology nominatedfor the ICT-prize of theEuropean CommunityImprovementscenarioMoving ‘Perception & Attitude’to Maturity Level 3Maturity LevelDendrogramSignificant disagreement in Division 1 on improving on ‘Perception & Attitude’Assessment structureFour questionnaires divided in 14 dimensionsDivision 1 &gt; 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

Examples of results

More info…www.kroese-bb.comKroese brands & behaviour bvHandelsweg 59e1181 ZA AMSTELVEENTHE NETHERLANDSinfo@kroese-bb.comStand out…sustainably!