Kremer Executive

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Kremer Executive

  1. 1. Be accountable for a change Kremer Executive namens NIMA Marion Kremer Rotterdam, 3 november 2009
  2. 2. Welkom • Voor de workshop: - Mobiel uit of op trilfunctie • Na de workshop: - Geef jouw oordeel over de workshop d.m.v. het invullen van het formulier. - Ga naar het Marketingplein (2e verdieping) voor de scores en/of vragen aan de spreker(s). - Check de volgende workshopronde op je mobiel: m.mie.nl 2
  3. 3. Je kent NIMA van ‘de examens’. Maar NIMA is méér. 3.000 vakgenoten zijn lid: het grootste netwerk van Nederland Ook online meer dan 3.000 leden via LinkedIn 21 expertgroepen voor specifieke vakgebieden 70 evenementen per jaar. Gemiddelde waardering: 7,5 Volop gelegenheid om ervaringen en kennis te delen Volop gelegenheid je netwerk uit te breiden Gratis bijblijven: NIMA publicaties bundelen inspiratie en trends Word nu lid en betaal pas vanaf januari 2010. Kijk op www.nima.nl 3
  4. 4. Today • Accountability • Accountability for corporate communications • The question of KPN • The case KPN (by Hans Koeleman Director corporate communications KPN) • Closing 4
  5. 5. Senior executives rated their ability to develop, plan, and execute strategies for growth and this was the result: Strategy Planning Implementation Ability to develop growth Ability to plan end-to-end Ability to execute quickly initiatives implementation and stay ahead of competitors 63% 30% Strong Strong Source: Innovation & Growth Survey, March 2006; The Economist Intelligence Unit Change is needed 5
  6. 6. Our vision to implement a strategy Change way of working Reporting Controle Correct Implementation strategic instruments 6
  7. 7. What does this mean? Change way of working Instruments Accountability Research, online dashboards targetsetting, planning, for (realtime) insight of targets, budgettering and reporting activities and results management Planning and visibility of Alignement of activities and management information strategic goals Conversion and progress Development of knowledge monitoring and optimisation of centers and learning loops activities 7
  8. 8. Continued Relationship Fact-based Determinator monitoring of between working as for influence the activities targets and the standard on company results policy Accountability * De invloed van marketing in Nederland, onderzoek van Leeflang, Verhoef RUG, 2007) 8
  9. 9. Accountability model AccountabilityScan Strategic Target Pyramid Measurements Reporting Management Line Change way of working Procesimplementation 9
  10. 10. Accountability model AccountabilityScan Strategic Target Pyramid Measurements Reporting Management Line Change way of working Procesimplementation 10
  11. 11. Accountability for corporate communications Accountability is new and scary for the traditional field of corporate communications No one has real experience with the set up and implementation 11
  12. 12. Central question KPN Help me to put the corporate communications department back in a central position within the KPN organization Conditions This should be done with a dramatically lower budget and lower # of fte’s Solution should be practical and easy to implement 12
  13. 13. Which steps did we identify? Clear Get the Create team Transform Status Quo action basics right accountability the team plan Permanently monitor the progress 13
  14. 14. Reputation Management at KPN Transforming a communications team Hans Koeleman Director Corporate Communications 3 november 2009 15
  15. 15. Contents • Status quo 2007 • Develop clear vision and mision corporate communications • Get the basics right • Create team-accountability • Transform the team • Permanently monitor the progress 16
  16. 16. Status Quo 2007 17
  17. 17. Key findings first month The company The image of KPN • Good willing people with a green hart • Darling of the financial world • Strategy unclear for customer/employee • Elsewhere: Solid, not sympathetic • Leadership not inspiring and remote • Closed, sending not listening • Employee engagement insufficient • Focused on shareholders, not customers • Communication not customer focused • Responsibility and societal role not visible • A group of islands, no execution power • Reliable, not innovative or leading Communications department Activities Communications • Many projects, but are we doing the right • Strong in crisis communication things? • Business gets insufficient support • Not many ‘leading professionals’ • No strategic internal communications • Disconnected from business, strategy, • In need of more strategic clever PR Board/management and key issues • Products (website etc.) need improvement • Lots of plans, but no hands-on ownership • Solutions need to be more clever and effective • No support for the business with its fight in the market place, wrong focus 18
  18. 18. Top ten most valued brands in the Netherlands 2007 1. Google 2. Pickwick 3. Kruidvat 4. Albert Heijn 5. Nokia 6. Blokker 7. Hema 8. Douwe Egberts 9. Senseo 10. Postbank 19
  19. 19. KPN expressed as a person “He’s got a family but “Not a friend but first puts it down in his could be a colleague diary whenever he’s at work” going to spend time with them” “Not unpleasant but very businesslike” “Dull kind of guy, could do with a bit of spark” 20
  20. 20. Our reputation: how it looked in 2007 Which elements can we improve? High appreciation of strategy, but we need to take care we deliver on expectations Price/quality perception: maintained vigilance needed Moderate appreciation by professionals. Still not friendly, transparent and non-bureaucratic. Staff want equal opportunities and involvement. Slight increase (+1.9 vs. Q4) KPN is changing but isn’t very innovative Slight increase (+1.4 vs. Q4) Openess and transparency must improve Slight OK, we’re # 1 in the market but increase vision & leadership remain Almost (+2.9 vs. Q4) inadequate Responsibility for what goes identical (-0.1 vs. Q4) Slight on around us and influence on decrease Slight society not visible (-0.9 vs. Q4) increase Slight (+3 vs. Q4) increase (+2.2 vs. Q4) Performance Products Workplace Innovation Governance Leadership Citizenship 21
  21. 21. We were not a socially involved company Status at the end of 2007 • No strategic CSR policy • Not ‘best in class’ in sustainability indices • Internal survey: KPN CSR performance needs upgrading • Low score on GRI sustainability reporting benchmark • Increasing pressure from external stakeholders 22
  22. 22. Action plan 2007 23
  23. 23. Action plan 2007 Performance • Defining strategic focus areas • Driving new initiatives • Building operational excellence Transforming the team • Defining new ways of working • Reorganizing and start new team in 2008 • Raising team to best in class 24
  24. 24. Strategy base and focus The five strategic vehicles for corporate communications: 1. Make ‘the new KPN’ strategy crystal clear 1 2. Increase engagement and sympathy 2 Company and its Businesses 3. Facilitate transformation to ‘the new KPN’ 3 4. Position business leaders 4 5. Raise team to best in class 5 Department 25
  25. 25. Repositioning KPN as a service leader KPN as a true consumer company, closer to its customers, its employees and to society. Increased sales Customers Proud recommend employees KPN Appealing Management closer Corporate Social Clear strategy KPN Brand to employees Responsibility ‘Back to growth’ Value 2008-2010 Growth ‘Attack-Defend- Exploit’ 2005-2007 Profit ‘Turnaround’ 2002-2004 Cash Time 26
  26. 26. Vision: what perception does a new KPN need? That likeable Dutch brand people want to identify with Customers • With simple and transparent solutions that simplify our customers’ lives. First rate service that’s right first time. Employees • With a personal, open and carefully targeted approach that results in dedicated and enthusiastic staff. Shareholders • With a crystal clear and credible strategy that generates growth. Society • With a clear and active social positioning that’s anchored in society at large. 27
  27. 27. Vision: how will this new KPN communicate? 1. Active and aggressive [We ourselves determine the agenda so that we take charge and create the preconditions for responsiveness.] 2. Using our strengths and opportunities [Construction and communication are opportunistic and offensive, drawing on our strengths and opportunities.] 3. Customer perspective is leading [We communicate from the perspective of customer relevance. So our starting point is: the customer is always right.] 4. Open to the outside [We open ourselves up to the outside world and invite it in as well.] 5. Personal [We personalize our communication and invest both company and strategy with maximum recognition.] 28
  28. 28. Get the basics right 29
  29. 29. Get the basics right • Create a result driven and efficient team • Solve the main issues – Introduce new framework internal communications for media and face tot face – Renew the CSR approach – Solve main issues of the board • Select the key monitoring instruments 30
  30. 30. Concept: the rationale The KPN1 concept stands for simplicity and ambition and takes the existing brand values and promises to a higher level Personal • human • contemporary Simple • recognizable images • wording that is easy to understand Confident • transparent • invites interaction 31
  31. 31. Media Magazine Digital news source Specials Face to face (part of Agora) (additional) • 6x per year • Daily paper on Agora • No fixed format • Management Café’s • 4 versions (1 gen./ 3 • Text, pictures, audio for use in • Board visits divisions) and video; basis special projects • Dialogue sessions • 32 - 40 pages content for Narrowcasting, (example: • Story Telling • Focus on strategy, Mobile/PDA, RSS, project ZM brand values, Podcasts Customer context • Focus on news Orientation) Mobile / PDA TP 9 Narrowcasting 32
  32. 32. Intranet 33
  33. 33. Chat Top 600 34
  34. 34. Chat all employees (english version) 35
  35. 35. Management communication: Storytelling From strategy to personal 1. Wording We shape our stories and afterwards they shape us 3. Anchoring 2. Telling Listening and learning, Stories and Examples, Dialogue Town hall meetings 36
  36. 36. Key monitoring instruments Recognition of the board Employee involvement Reputation Overall 09 08 07 Overall ICT
&
Telecom Shell 1 2 2 1. Philips
(2) 1. KPN
(1) Rabobank 2 3 3 2. Shell
(3) 2. Capgemini Philips 3 1 1 3. Rabobank (2) KPN 4 5 6 (1) 3. Microsoft
(3) ING Groep 5 4 4 4. Unilever
(5) 4. IBM
(n.b.) Ahold 6 7 8 5. ING
(4) 5. Vodafone 6. KLM
(6) (n.b.) Unilever 7 6 7 KLM/Air
France 8 8 9 7. Heineken
(8) ABN
Amro 9 12 5 8. Ahold
(10) External listings DSM AkzoNobel 10 11 14 9 12 11 9 10. Politie
(12) TNO
(11) Achmea 12 17 16 11. KPN
(15) Microsoft 13 11 10 NS 14 21 29 Heineken 15 13 14  Intermediair meet de favoriete werkgevers onder 37 hoogopgeleiden tot 10 jaar werkervaring
  37. 37. Create team-accountability 38
  38. 38. Activation of strategy into new initiatives and Operational Excellence Strategies Measures Tactics Design owners 1. Position strategy • Greater client 1.1 Strategy and mission Marinus and brand support in brand 1.2 Corporate website Hans research 1.3 Communicate strategy and improve brand Marion 2. Increase sympathy 1.4 Annual Report, CSR Report, Annual Review Hans • Several (media) 2.1 CSR action plan Hans 3. Increase employee appearances on 2.2 Sponsoring Marion involvement leadership 3.1 Internal Communication project Hans 3.2 Translate strategy and brand for personnel 4. Facilitate • Employee 3.3 Intranet as place for active employee participation transformation involvement +20% 3.4 Involve employees in CSR specification 4.1 Change management /culture 5. Project leadership • Stakeholder 5.1.1 HR Chantal reputation to top 10 5.1.2 ZM change management Ingrid W 6. Develop into top 5.1.3 WSO IC change management Ingrid W department 5.1.4 CM IC change management Marion 5.1.5 IT NL Chantal 4.2 Internal leadership conference Chantal 5.1 ZM external mission Ingrid W 5.2 CM external Marion 6.1 Corporate Center reorganization Hans 6.2 Redesign KPN internal processes Corinne 39
  39. 39. Transforming the team 40
  40. 40. Starting points for reorganization Building from a solid base 1. Media relations 2. Issues management and directing marketing PR 3. Executive communications 4. Internal communications 5. CSR New way of working: Keep it simple 1. What we do and don't do Vision Mission Spearheads 2. How we are organized 3. How we treat our customers 4. In our chosen solutions 5. One -time fix Employees with other competences 1. Understanding the business 2. Professional discussion partners 3. Result achievers 41
  41. 41. The core competences we expect in our people Uncomplicated Expertise Committed 42
  42. 42. We are looking for this behavior in our employees (1/3) Uncomplicated: in approach, activities and solutions Perceivable behavior • You will always link a solution to your analysis • You will always take full ownership of your projects • You will direct your project from a to z • You will help customers without always wanting to do everything yourself • You will communicate directly, simply and with clarity 43
  43. 43. We are looking for this behavior in our employees (2/3) Expertise: recognized professionals in communications Perceivable behavior • You will endeavor to be the best in your field, for the benefit of KPN • You will take responsibility for the quality of the results you deliver • You will ensure that others accept you on the basis of your added value as a professional • You will act independently based on trust • You will take a systematic approach towards the customer and your colleagues 44
  44. 44. We are looking for this behavior in our employees (3/3) Commitment: to KPN as well as your CC colleagues Perceivable behavior • You are the department! • You will operate in line with the Corporate Communications Strategy • You will initially take the customer’s point of view in order to provide the most effective help • You will actively contribute to the development of KPN, yourself and your colleagues • You will build structural contacts with colleagues and customers 45
  45. 45. Team – engagement program Objective Build better business results via a high performing team with a clear and common goal. Strategy • Building committment: to goal and to each other • Creating openness: trust, asking and offering support, building an environment where feedback is seen as a good way to grow • Building leadership: pro-activitity, consciousness of own behaviour, responsibility to keep looking and acting on this 46
  46. 46. How? • Build on the 3 strategy elements and growing self awareness • Provide consistency and peace of mind in the process • One trainer who is known and trusted throughout the team • Use the increased awareness to build further focus in the team (to have clear follow-up and produce concrete results) 47
  47. 47. Teambuilding program sessions 2008-2009 November: MT • Personal/business experiences February: Consultants • Communication in the team • Common appealing team vision April: Project team • Q&A and feedback to MT June: Total team • Workshops on team vision • Understanding each place in the team MT • Committment to vision and feedback 48
  48. 48. Permanent monitoring of progress 49
  49. 49. Disciplining: CSR Governance KPN Group Staff: Chair: Businessowner: Businessowner: Businessowner: Businessowner: Businessowner: Businessowner: Businessowner: Communications Member KPN ZM KPN CM KPN W&O Getronics Getronics E-Plus KPN Group Director Executive MT member Internet Director Datacenters Marketing Director Belgium CSR manager Board Director Director manager Director HR manager Program Director: People connected Program Director: Target Setting The New Reviewing Way of Working Reporting Program Director: Responsible energy use 50
  50. 50. Mid term results CSR People New way of Responsible connected working energy use → 1,800 visitors →> 11,000 KPNers →53% Green Power Resto van Harte Telework enabled →well underway to → ~7,000 senior citizens →1,000 KPNers over to achieve 20% → 1,000 volunteers New way of working reduction in 2020. 2008 → 2009 • Employees engagement 71% → 77% • KPN is a socially responsible company 64% → 77% • CSR is higher on KPN’s agenda then a year ago 47% → 60% 51
  51. 51. Other stakeholders research MT 500 Intermediair Overall 09 08 07 Overall ICT
&
Telecom Shell 1 2 2 1. Philips
(2) 1. KPN
(1) Rabobank 2 3 3 2. Shell
(3) 2. Capgemini
(2) Philips 3 1 1 3. Rabobank
(1) 3. Microsoft
(3) KPN 4 5 6 4. Unilever
(5) 4. IBM
(n.b.) ING Groep 5 4 4 5. ING
(4) 5. Vodafone
(n.b.) Ahold 6 7 8 6. KLM
(6) Unilever 7 6 7 7. Heineken
(8) KLM/Air
France 8 8 9 8. Ahold
(10) ABN
Amro 9 12 5 9 Politie
(12) DSM 10 14 12 10. TNO
(11) AkzoNobel 11 9 11 11. KPN
(15) Achmea 12 17 16 Microsoft 13 11 10 NS 14 21 29  Intermediair meet de favoriete werkgevers onder Heineken 15 13 14 hoogopgeleiden tot 10 jaar werkervaring 52
  52. 52. Employee Engagement survey mid term 2009 KPN employees engagement: from 71 to 77% KPN is a socially responsible company: CC 2008: 70 % CC 2009: 83 % KPN 2008: 64 % KPN 2009: 77 % CSR is higher on KPN’s agenda then a year ago: CC 2008: 69 % CC 2009: 77 % KPN 2008: 47 % KPN 2009: 60 % 53
  53. 53. Engagement Corporate Communicatie Highlights vs 2008 A lot needs to happen before I seriously +29% look for another job outside KPN (significant) Management’s decisions are in line with +25% our care values and norms I am proud to work for KPN +19% I would recommend KPN as a great +18% place to work KPN values it’s most talent employees +17% 54
  54. 54. So take care of the accountability of corporate communications Focus Visibility Success 55
  55. 55. Accountability of corporate communications More then only monitoring of results Change way of working Clear and measurable strategy Set aligned targets Use learning loops Result driven team Start basic 56
  56. 56. Dank voor je aanwezigheid! • Vergeet niet het workshop beoordelingsformulier in te vullen en deze direct in te leveren bij de hostess. Hiermee maak je ook nog eens kans op mooie prijzen! • Ga naar het Marketingplein op de beursvloer (2e verdieping) voor de beoordeling en vragen aan de spreker(s). • Benieuwd naar de volgende workshopronde? Check je mobiel op m.mie.nl! 57
  57. 57. Meer inspiratie, meer marketing • NIMA beursstand op het Marketingplein • www.nima.nl • 12 NIMA LinkedIn groepen • 21 NIMA expertgroepen • Lidmaatschap: € 205 per jaar • Word nu lid en betaal pas vanaf 2010 58
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