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Culture eats strategy for breakfast, lunch and dinner

Top 8+ How to cultivate organisational culture
Anyone can copy your strategy, but nobody
can copy your culture
• The most important thing about organizational culture is that it’s the
only sustainable point of difference for any organisation
• Anyone can copy your strategy, but nobody can copy your culture.
Culture trumps strategy every time
• Culture and strategy go hand in hand. You need to define your strategy
and ensure your culture supports it
• There’s no doubt about it - building organisational alignment is a big
challenge. Creating the right organisational alignment is not something
that happens by chance and often a great deal of effort and thought
goes into the process
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2
Organisational alignment is the glue for achieving
better performance
• One of the key determinants of successful strategy implementation is
organisational alignment

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3
Building organisational alignment is a big challenge

• There’s no doubt about it - building organisational
challenge

alignment is a big

• Creating the right organisational alignment
is not something that
happens by chance and often a great deal of effort and thought goes
into the process

How to cultivate organisational culture?

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4
# 1 - Having a purpose
beyond profit

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Having a purpose beyond profit
• This may come as a shock but most employees do not leap out of bed in
the morning excited by the prospect of making more profit for their
organization that day. Profit may motivate senior executives but it rarely
does so for the front-line unless they are shareholders too
• Connecting people to a purpose
feel good about your company

is an important way of helping them

• Why? because there is a very high correlation between the way your
employees feel about the company and the way your customers do

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#2 - Create a shared vision
and common direction

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Create a shared vision and common direction
- Communicate vision, mission, strategy, values

Boarding card: Communicate vision, mission, strategy and values
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Driving license ………. for the road ahead

Communicate vision, mission, strategy and values
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Declare values
• These are the guiding principles for how you expect your team to
behave internally and externally. Values can be made to work when
they are a genuine part of a company’s culture.
• Put them on paper, on the bulletin boards, and in every speech or talk
you make. Company values
can be made to work when they are a
genuine part of a company’s culture.

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#3 - Visualize the “journey”

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Visualize the “journey”

Visualize the “journey” and the goals

Let’s follow the
sunrise…on a balloon
trip around the world
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Communicate targets in a simple way
A surprisingly simple image can express more ideas than a
thousand complex words

"We are fighting for every burger …..……. “
Just one more EURO from each customers
budget brings us …….. in revenue

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Customer satisfaction alone is no
longer enough ……
.... We need to surprise the
customer
And you are the PERSON who
brings the customer to say
"Wow!"
13
#4 - Involve the whole
organization

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Create a dialog - Involve the whole organisation
• By organizing discussions throughout the organisation, spreads the
company‘s common directions so that individuals and teams can
accurately align their own activities with the company‘s new overall
direction
• Management is the message: Everything managers say – or don‘t say –
delivers a message. Too many managers assume that communications is
a staff function, something for human resources or public relations to
take care of. In fact, communications must be a priority for every
manager at every level of the company
• Managers at all levels must learn to see things differently. They must put
themselves in their employees’ shoes to understand how change looks
from that perspective
• Early, open-ended conversations often result in the most productive
outcomes

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Involve the whole organization

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Involve the whole organization
• Create an easily accessible and usable communication platform
• „With new ideas, we remain on course for success “

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#5 - Do something together

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Do something together
• As the saying goes, work hard play hard. Try stepping outside of your
usual group activities and tackling a goal together in uncharted territory.
Step outside of your office walls and play a sport together, cook
together, volunteer together- try something new!

Cultivate corporate culture – Verdo Tele cooking together
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Blind Date”: Team building, creating an internal
network etc.

All change in organizations is challenging, but perhaps the most
daunting is changing culture
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Talk-lunch

• On a regular basis, have lunch or coffee with randomly
chosen employees and really listen to their concerns and
suggestions.

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21
#6 – Share numbers

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Share numbers

• By sharing numbers with employees, you can increase
employees’ sense of ownership
• However, being open is not enough. You need to be sure
your employees are trained to understand financial
statements and have enough insight into their own jobs to
know how to affect the numbers
• Focus on additional metrics besides the financial ones.
Employees who are not in the financial world will be able to
relate better to the results and will feel more included in the
process

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23
#7 - Create wins

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Create wins

• If you want something to grow, pour champagne on it
• Celebrate your successes and, indeed, just about
everything you would like to see happen again

• Little victories – the things that had worked, ways they had
delighted their customers, problems they had turned into
successes

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25
Create wins - celebrate milestones

Change initiatives can be frustrating and take a long time. It is therefore
critical to celebrate milestones once they have been reached.
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Create wins - celebrate milestones

When it comes to organisational change – Pour champagne on it
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27
Create wins - celebrate milestones

Verdo Tele celebrating 40% in market share

When it comes to organisational change – Pour champagne on it
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28
“People’s Choice Awards”

“People’s Choice Awards” – based on different categories covering all
kinds of things the company would like to see
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29
#8 - Measure early and often

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Measure early and often
• You change what your measure

- Measure early and often

C
ustomerservice
Aktivitäten aus C
ustomercare

GM YEND2005 Effekt

Aktivität / Beschreibung

Akt.

Verantwortlich

Realisierungs Zeitraum

BM

SAC

Ziel
Effekt

1.

Gebühren 2005

Markus Burghard

01.01.2005 - 31.12.2005

2.

Zusätzliche 12.200 Partnerkarten

Markus Burghard

01.01.2005 - 31.12.2005

3.

Budget Einsparung

Markus Burghard

4.

Gutschriften als Kontingentgutschriften

5.

160.000 E-Mail Adressen

6.
7.

Konfektionierungskosten Simkarten
Akt.
Tarifwechsel

01.01.
Markus Burghard Christian P./Hans T. - 31.12.2005 - 31.12.2005
01.01.2005

+
75.000

Realisierter
Effekt

Trend
Effekt
3.287.164

1.261.900

1.261.900

01.01.2005 - 31.12.2005

462.658

330.026

01.01.2005 - 31.12.2005

300.000

67.613

Markus Burghard

Aktivitäten aus Direkter Vertrieb

3.287.164

1.490.135

Markus Burghard

Direkter Vertrieb

3.287.164

01.01.2005 - 31.12.2005

178.238

Markus Burghard
Aktivität / Beschreibung

+

01.04.2005 - 31.12.2005
Verantwortlich
Realisierungs Zeitraum
01.01.2005 - 31.12.2005
+

Markus Burghard

129.889
BM SAC
117.031

330.026
67.613

180.012
180.012
GM YEND2005 Effekt
165.436
Ziel
74.460
Effekt

165.436
Realisierter
74.460
Effekt

Trend
Effekt

8.

Verbesserung Anschlußgebührenerlöse
1.
20.000 Online Rechnungen

272.771
75.423

272.771

9.

Reduzierung
2.
400 Direktfreischaltungen GK Überzahlung

01.01.
Markus Burghard Christian Pützhofen
01.01.2005 - 31.12.2005 - 31.12.2005
+

+
48.817

163.500
9.631

153.245
9.631

153.245

10.

My Talkline 3.

Zusätzliche Partnerkarten Unicomdirekt

Markus Burghard O. Schönfeld
01.01.2005 - 31.12.2005 31.12.2005

+
11.308

153.000
11.308

454.296
11.308

454.296

11.

4.
250 Datacards

Vermarktung Portalgeräte Großfläche

Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005
+

+10.422

125.000
10.568

278.840
10.568

278.840

12.

Vermarktung Online-Rechnung
5.
Mehrwertdienste PCM

Markus Burghard Hans Tromke
01.01.2005 - 31.12.2005 31.12.2005
+

7.500

72.600
7.340

13.

Vermarktung Credit-Cards mit Navigation
6.
250 Mobile Navigation GK

+ 5.100

48.000
0

14.

7.
+ 3.646
35.000
104.329
104.329
700 Adressbuch Vermarktung Portalgeräte Unicomdirekt
Ziel 0
Realisierter
Trend
Markus Burghard O. Schönfeld
01.01.2005 - 31.12.2005 31.12.2005
+
0
Aktivität / Beschreibung
Akt.
Verantwortlich
Realisierungs Zeitraum
BM SAC
Effekt
Effekt
Effekt
Multimediapakete Großfläche
8.
+ 2.025
30.000
48.644
48.644
150 Black Berry GK
Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005
+
0
0
Verbesserung Anschlußgebührenerlöse
1.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
309.336
284.618
284.618
Erhöhung
9.
+
20.000
1.047
1.047
1.300 Prepaidaktivierungen der Aktivierungen von SMS-/MMS-Kontingenten
Markus Burghard Christian Pützhofen
01.01.2005 - 31.12.2005 31.12.2005
0
0
0
850.000 Ebill Kunden über alle Kanäle (93.000 eBusiness)
2.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
306.900
704.194
704.194
Zubehör/ Hardware über Online-Shopmandanten
10.
J. Nickelsen
31.12.2005
15.000
5.044
5.044
Verkauf von 15.000 Portalgeräten (2004: 10.000)
3.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
270.000
309.292
309.292
250 Datacards
11.
Hans Trompke
31.12.2005
+
10.422
2.192
2.192
1,5 Mio. Euro Umsatz mit Zubehör + Handys ohne Vertrag
4.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
225.000
207.659
207.659
Volumentarife
12.
Christian Pützhofen
31.12.2005
+
10.000
66.585
66.585
650.000 E-Mail-Adressen von Kunden (300.000 eBusiness)
5.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
185.000
149.873
149.873
SMS Projekte
13.
J. Nickelsen
31.12.2005
5.000
6.638
6.638 GM YEND2005 Effekt
1800 Partnerkarten
6.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
180.000
182.700
182.700
Jüngere Zielgruppen ansprechen
14.
Christian Pützhofen
31.12.2005
+
4.500
0
0
Ziel
Realisierter
Trend
55.000 eSelfService Transaktionen
Aktivität / Beschreibung Carsten aus Customercare Jan-Dez 2005Realisierungs Zeitraum
7.
Mesecke-v. Rh. Verantwortlich
165.000
254.504
254.504
Akt.
BM SAC
6.128.933
5.480.881
 Aktivitäten
Multimediapakete Unicomdirekt
15.
O. Schönfeld
31.12.2005
+
3.000 5.480.881
49.243
49.243
Effekt
Effekt
Effekt
Reduzierung Überzahlung
8.
Carsten Mesecke-v. Rh.
Jan - Dez 2005
+
97.000
106.000
106.000
Auskunftsverpreisung bei Geschäftskunden
1.
Henning van der Linde
01.01.2005-31.12.2005
+
800.000
724.947
724.947
16.
1500 Tarife ohne Handys
9.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
75.000
18.500
18.500
744 Free/Office-Tarife
2.
Sven Sönksen
01.01.2005-31.12.2005
+
501.805
300.202
300.202
17.
Einsparpotential Media-Agentur
10.
Carsten Mesecke-v. Rh.
Jul-Dez 2005
50.000
50.000
50.000
Einkaufsoptimierung GK
3.
Sven Sönksen
01.01.2005-31.12.2005
+
500.000
712.000
712.000
18.
8000 Multimediapaket Aktivierungen
11.
Carsten
Jan-Dez 2005
+
39.600
43.906
43.906
SMS-Preisanpassung Alttarife (PK in Rahmenverträgen) Mesecke-v. Rh.
4.
Henning van der Linde
01.01.2005-31.12.2005
+
430.000
434.383
434.383
19.
600 Datacards
12.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
25.012
6.156
6.156
6000 DataCards
5.
Marco Heinitz
01.01.2005-31.12.2005
+
250.124
192.060
192.060
20.
GM YEND2005 Effekt
1670 Aktivierungen von SMS-/MMS-Kontingenten
13.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
+
10.000
11.469
11.469
EK-Optimierung M2M-Karten
6.
Henning van der Linde
01.03.2005-31.12.2005
+
63.988
63.988
63.988
2000 Neu-FS in margenstarken 50er und 100er-Tarifen
14.
CarstenAktivitäten aus Direkter Vertrieb
Jan-Dez 2005
+
9.000
183.887
183.887
Ziel
Realisierter
Trend
1.574.312 SAC
 Mesecke-v. Rh.
SMS Conversation
7.
01.01.2005-31.12.2005 1.574.312
+
50.000
505
505
Aktivität / Beschreibung Marco Heinitz
Akt.
Verantwortlich939.265
Realisierungs Zeitraum
BM
Effekt
Effekt
Effekt
Verkauf von Nicht-Mobilfunk-Artikeln
15.
Carsten Mesecke-v. Rh.
Jan-Dez 2005
5.000
779
779
1500 Blackberry
8.
Henning van der Linde
01.01.2005-31.12.2005
+
20.250
19.141
19.141
Prepaid Sonderunterstützung Nokia
1.
Dirk Inselmann
31.12.2005
1.000.000
1.283.333
1.283.333
9.
Nokia Jahresbonus
2.
Dirk Inselmann
31.12.2005
150.000
0
0
1.951.848
2.513.537
2.513.537
 Aktivitäten aus e-Business
10.
Skontorückforderung
3.
Dirk Inselmann
31.03.2005
135.486
109.088
109.088
11.
Logistik- und Einkaufsoptimierungen
4.
Dirk Inselmann
31.12.2005
100.000
222.580
222.580
12.
Warenrisiko mindern zum 31.12.2005
5.
Dirk Inselmann
31.12.2005
100.000
253.000
253.000
GM YEND2005 Effekt
13.
Lagerumschlag - Optimierung
6.
Dirk Inselmann
31.12.2005
100.000
0
0
14.
Ziel
Realisierter
Trend
Sondervertriebsaktivitäten(Wochenkampagnen) / Beschreibung Dirk Inselmann
7.
31.12.2005 Realisierungs Zeitraum
100.000
0
0
Aktivität
Akt.
Verantwortlich
BM SAC
Effekt
Effekt
Effekt
15.
Siemens Jahresbonus
8.
Dirk Inselmann
31.12.2005
50.000
49.768
49.768
Vermarktung VF-Live und T-Zone (Portalgeräte).
1.
Stefan Vidos
01.01. - 31.12.2005
+
1.080.000
619.404
619.404
Distribution
9.
Dirk Inselmann
31.12.2005
50.000
51.600
51.600
Verbesserung Anschlußgebührenerlöse
2.
Christian Seidl
908.540
1.075.332
1.075.332
2.616.167
 Aktivitäten aus GK PM 01.01. - 31.12.2005 2.447.227 + 2.447.227
Hersteller WKZ für CallCenter Verkaufsaktivitäten
10.
Dirk Inselmann
31.12.2005
50.000
0
0
Reduzierung Überzahlung
3.
Christian Seidl
01.01. - 31.12.2005
+
887.500
1.381.166
1.381.166
Jahresbonus Sony / Ericsson
11.
Dirk Inselmann
31.12.2005
20.000
0
0
Intensive Vermarktung der Onlinerechnung (E-bill)
4.
Stefan Vidos
01.01. - 31.12.2005
594.000
1.214.971
1.214.971
Handyversicherung
12.
Dirk Inselmann
31.12.2005
10.000
4.000
4.000
744 Free- / Office-Tarife
5.
Rolf Rhöse
01.01. - 31.12.2005
+
426.212
271.194
271.194
Jahresbonus Samsung
13.
Dirk Inselmann
31.12.2005
10.000
0
0
4.400 Datacards
6.
Rolf Rhöse
01.01. - 31.12.2005
+
183.424
151.388
151.388
Handyrecycling
14.
Dirk Inselmann
31.06.2005
5.000
0
0
Multimediapaket Aktivierungen
7.
Stefan Vidos
01.01. - 31.12.2005
+
180.000
295.899
295.899
15.
31.12.2005
1.250 BlackBerry
8.
Rolf Rhöse
01.01. - 31.12.2005
+
16.875
17.634
17.634

15.
16.
17.
18.
19.
20.

e-Business

Aktivitäten aus e-Business Burghard
Markus

Christian Pützhofen
01.01.2005 - 31.12.2005 31.12.2005
+

244.243
75.423

98.214
98.214
7.340
GM
33.224 YEND2005 Effekt
33.224
0

G Produkt Management
K
Aktivitäten aus G PM
K

Hardware M
anagement

Aktivitäten aus HW M
anagement

Indirekter Vertrieb

Aktivitäten aus Indirekter Vertrieb

9.

 Aktivitäten aus HW Management

1.880.486

1.973.369

1.973.369

10.
11.
12.
13.
14.
15.

 Aktivitäten aus Indirekter Vertrieb

4.276.551

…

11 November 2013

www.torbenrick.eu

31

5.026.989

5.026.989
....... and tell everyone about it .....

11 November 2013

www.torbenrick.eu

32
Let’s face it

11 November 2013

www.torbenrick.eu

33
Let’s face it

• Let’s face it – great corporate culture doesn’t just happen –
you need to make it happen
• All music is made from the same 12 notes. All culture is
made from the same five components: behaviors,
relationships, attitudes, values and environment.
• It’s the way those notes or components are put together
that makes things sing

11 November 2013

www.torbenrick.eu

34
Good luck
© Torben Rick
http://www.torbenrick.eu
Blog
http://www.torbenrick.eu/blog/

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Organisational culture eats strategy for breakfast, lunch and dinner

  • 1. Culture eats strategy for breakfast, lunch and dinner Top 8+ How to cultivate organisational culture
  • 2. Anyone can copy your strategy, but nobody can copy your culture • The most important thing about organizational culture is that it’s the only sustainable point of difference for any organisation • Anyone can copy your strategy, but nobody can copy your culture. Culture trumps strategy every time • Culture and strategy go hand in hand. You need to define your strategy and ensure your culture supports it • There’s no doubt about it - building organisational alignment is a big challenge. Creating the right organisational alignment is not something that happens by chance and often a great deal of effort and thought goes into the process 11 November 2013 www.torbenrick.eu 2
  • 3. Organisational alignment is the glue for achieving better performance • One of the key determinants of successful strategy implementation is organisational alignment 11 November 2013 www.torbenrick.eu 3
  • 4. Building organisational alignment is a big challenge • There’s no doubt about it - building organisational challenge alignment is a big • Creating the right organisational alignment is not something that happens by chance and often a great deal of effort and thought goes into the process How to cultivate organisational culture? 11 November 2013 www.torbenrick.eu 4
  • 5. # 1 - Having a purpose beyond profit 11 November 2013 www.torbenrick.eu 5
  • 6. Having a purpose beyond profit • This may come as a shock but most employees do not leap out of bed in the morning excited by the prospect of making more profit for their organization that day. Profit may motivate senior executives but it rarely does so for the front-line unless they are shareholders too • Connecting people to a purpose feel good about your company is an important way of helping them • Why? because there is a very high correlation between the way your employees feel about the company and the way your customers do 11 November 2013 www.torbenrick.eu 6
  • 7. #2 - Create a shared vision and common direction 11 November 2013 www.torbenrick.eu 7
  • 8. Create a shared vision and common direction - Communicate vision, mission, strategy, values Boarding card: Communicate vision, mission, strategy and values 11 November 2013 www.torbenrick.eu 8
  • 9. Driving license ………. for the road ahead Communicate vision, mission, strategy and values 11 November 2013 www.torbenrick.eu 9
  • 10. Declare values • These are the guiding principles for how you expect your team to behave internally and externally. Values can be made to work when they are a genuine part of a company’s culture. • Put them on paper, on the bulletin boards, and in every speech or talk you make. Company values can be made to work when they are a genuine part of a company’s culture. 11 November 2013 www.torbenrick.eu 10
  • 11. #3 - Visualize the “journey” 11 November 2013 www.torbenrick.eu 11
  • 12. Visualize the “journey” Visualize the “journey” and the goals Let’s follow the sunrise…on a balloon trip around the world 11 November 2013 www.torbenrick.eu 12
  • 13. Communicate targets in a simple way A surprisingly simple image can express more ideas than a thousand complex words "We are fighting for every burger …..……. “ Just one more EURO from each customers budget brings us …….. in revenue 11 November 2013 www.torbenrick.eu Customer satisfaction alone is no longer enough …… .... We need to surprise the customer And you are the PERSON who brings the customer to say "Wow!" 13
  • 14. #4 - Involve the whole organization 11 November 2013 www.torbenrick.eu 14
  • 15. Create a dialog - Involve the whole organisation • By organizing discussions throughout the organisation, spreads the company‘s common directions so that individuals and teams can accurately align their own activities with the company‘s new overall direction • Management is the message: Everything managers say – or don‘t say – delivers a message. Too many managers assume that communications is a staff function, something for human resources or public relations to take care of. In fact, communications must be a priority for every manager at every level of the company • Managers at all levels must learn to see things differently. They must put themselves in their employees’ shoes to understand how change looks from that perspective • Early, open-ended conversations often result in the most productive outcomes 11 November 2013 www.torbenrick.eu 15
  • 16. Involve the whole organization 11 November 2013 www.torbenrick.eu 16
  • 17. Involve the whole organization • Create an easily accessible and usable communication platform • „With new ideas, we remain on course for success “ 11 November 2013 www.torbenrick.eu 17
  • 18. #5 - Do something together 11 November 2013 www.torbenrick.eu 18
  • 19. Do something together • As the saying goes, work hard play hard. Try stepping outside of your usual group activities and tackling a goal together in uncharted territory. Step outside of your office walls and play a sport together, cook together, volunteer together- try something new! Cultivate corporate culture – Verdo Tele cooking together 11 November 2013 www.torbenrick.eu 19
  • 20. Blind Date”: Team building, creating an internal network etc. All change in organizations is challenging, but perhaps the most daunting is changing culture 11 November 2013 www.torbenrick.eu 20
  • 21. Talk-lunch • On a regular basis, have lunch or coffee with randomly chosen employees and really listen to their concerns and suggestions. 11 November 2013 www.torbenrick.eu 21
  • 22. #6 – Share numbers 11 November 2013 www.torbenrick.eu 22
  • 23. Share numbers • By sharing numbers with employees, you can increase employees’ sense of ownership • However, being open is not enough. You need to be sure your employees are trained to understand financial statements and have enough insight into their own jobs to know how to affect the numbers • Focus on additional metrics besides the financial ones. Employees who are not in the financial world will be able to relate better to the results and will feel more included in the process 11 November 2013 www.torbenrick.eu 23
  • 24. #7 - Create wins 11 November 2013 www.torbenrick.eu 24
  • 25. Create wins • If you want something to grow, pour champagne on it • Celebrate your successes and, indeed, just about everything you would like to see happen again • Little victories – the things that had worked, ways they had delighted their customers, problems they had turned into successes 11 November 2013 www.torbenrick.eu 25
  • 26. Create wins - celebrate milestones Change initiatives can be frustrating and take a long time. It is therefore critical to celebrate milestones once they have been reached. 11 November 2013 www.torbenrick.eu 26
  • 27. Create wins - celebrate milestones When it comes to organisational change – Pour champagne on it 11 November 2013 www.torbenrick.eu 27
  • 28. Create wins - celebrate milestones Verdo Tele celebrating 40% in market share When it comes to organisational change – Pour champagne on it 11 November 2013 www.torbenrick.eu 28
  • 29. “People’s Choice Awards” “People’s Choice Awards” – based on different categories covering all kinds of things the company would like to see 11 November 2013 www.torbenrick.eu 29
  • 30. #8 - Measure early and often 11 November 2013 www.torbenrick.eu 30
  • 31. Measure early and often • You change what your measure - Measure early and often C ustomerservice Aktivitäten aus C ustomercare GM YEND2005 Effekt Aktivität / Beschreibung Akt. Verantwortlich Realisierungs Zeitraum BM SAC Ziel Effekt 1. Gebühren 2005 Markus Burghard 01.01.2005 - 31.12.2005 2. Zusätzliche 12.200 Partnerkarten Markus Burghard 01.01.2005 - 31.12.2005 3. Budget Einsparung Markus Burghard 4. Gutschriften als Kontingentgutschriften 5. 160.000 E-Mail Adressen 6. 7. Konfektionierungskosten Simkarten Akt. Tarifwechsel 01.01. Markus Burghard Christian P./Hans T. - 31.12.2005 - 31.12.2005 01.01.2005 + 75.000 Realisierter Effekt Trend Effekt 3.287.164 1.261.900 1.261.900 01.01.2005 - 31.12.2005 462.658 330.026 01.01.2005 - 31.12.2005 300.000 67.613 Markus Burghard Aktivitäten aus Direkter Vertrieb 3.287.164 1.490.135 Markus Burghard Direkter Vertrieb 3.287.164 01.01.2005 - 31.12.2005 178.238 Markus Burghard Aktivität / Beschreibung + 01.04.2005 - 31.12.2005 Verantwortlich Realisierungs Zeitraum 01.01.2005 - 31.12.2005 + Markus Burghard 129.889 BM SAC 117.031 330.026 67.613 180.012 180.012 GM YEND2005 Effekt 165.436 Ziel 74.460 Effekt 165.436 Realisierter 74.460 Effekt Trend Effekt 8. Verbesserung Anschlußgebührenerlöse 1. 20.000 Online Rechnungen 272.771 75.423 272.771 9. Reduzierung 2. 400 Direktfreischaltungen GK Überzahlung 01.01. Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 - 31.12.2005 + + 48.817 163.500 9.631 153.245 9.631 153.245 10. My Talkline 3. Zusätzliche Partnerkarten Unicomdirekt Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005 + 11.308 153.000 11.308 454.296 11.308 454.296 11. 4. 250 Datacards Vermarktung Portalgeräte Großfläche Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005 + +10.422 125.000 10.568 278.840 10.568 278.840 12. Vermarktung Online-Rechnung 5. Mehrwertdienste PCM Markus Burghard Hans Tromke 01.01.2005 - 31.12.2005 31.12.2005 + 7.500 72.600 7.340 13. Vermarktung Credit-Cards mit Navigation 6. 250 Mobile Navigation GK + 5.100 48.000 0 14. 7. + 3.646 35.000 104.329 104.329 700 Adressbuch Vermarktung Portalgeräte Unicomdirekt Ziel 0 Realisierter Trend Markus Burghard O. Schönfeld 01.01.2005 - 31.12.2005 31.12.2005 + 0 Aktivität / Beschreibung Akt. Verantwortlich Realisierungs Zeitraum BM SAC Effekt Effekt Effekt Multimediapakete Großfläche 8. + 2.025 30.000 48.644 48.644 150 Black Berry GK Markus Burghard S. Streich 01.01.2005 - 31.12.2005 31.12.2005 + 0 0 Verbesserung Anschlußgebührenerlöse 1. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 309.336 284.618 284.618 Erhöhung 9. + 20.000 1.047 1.047 1.300 Prepaidaktivierungen der Aktivierungen von SMS-/MMS-Kontingenten Markus Burghard Christian Pützhofen 01.01.2005 - 31.12.2005 31.12.2005 0 0 0 850.000 Ebill Kunden über alle Kanäle (93.000 eBusiness) 2. Carsten Mesecke-v. Rh. Jan-Dez 2005 306.900 704.194 704.194 Zubehör/ Hardware über Online-Shopmandanten 10. J. Nickelsen 31.12.2005 15.000 5.044 5.044 Verkauf von 15.000 Portalgeräten (2004: 10.000) 3. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 270.000 309.292 309.292 250 Datacards 11. Hans Trompke 31.12.2005 + 10.422 2.192 2.192 1,5 Mio. Euro Umsatz mit Zubehör + Handys ohne Vertrag 4. Carsten Mesecke-v. Rh. Jan-Dez 2005 225.000 207.659 207.659 Volumentarife 12. Christian Pützhofen 31.12.2005 + 10.000 66.585 66.585 650.000 E-Mail-Adressen von Kunden (300.000 eBusiness) 5. Carsten Mesecke-v. Rh. Jan-Dez 2005 185.000 149.873 149.873 SMS Projekte 13. J. Nickelsen 31.12.2005 5.000 6.638 6.638 GM YEND2005 Effekt 1800 Partnerkarten 6. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 180.000 182.700 182.700 Jüngere Zielgruppen ansprechen 14. Christian Pützhofen 31.12.2005 + 4.500 0 0 Ziel Realisierter Trend 55.000 eSelfService Transaktionen Aktivität / Beschreibung Carsten aus Customercare Jan-Dez 2005Realisierungs Zeitraum 7. Mesecke-v. Rh. Verantwortlich 165.000 254.504 254.504 Akt. BM SAC 6.128.933 5.480.881  Aktivitäten Multimediapakete Unicomdirekt 15. O. Schönfeld 31.12.2005 + 3.000 5.480.881 49.243 49.243 Effekt Effekt Effekt Reduzierung Überzahlung 8. Carsten Mesecke-v. Rh. Jan - Dez 2005 + 97.000 106.000 106.000 Auskunftsverpreisung bei Geschäftskunden 1. Henning van der Linde 01.01.2005-31.12.2005 + 800.000 724.947 724.947 16. 1500 Tarife ohne Handys 9. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 75.000 18.500 18.500 744 Free/Office-Tarife 2. Sven Sönksen 01.01.2005-31.12.2005 + 501.805 300.202 300.202 17. Einsparpotential Media-Agentur 10. Carsten Mesecke-v. Rh. Jul-Dez 2005 50.000 50.000 50.000 Einkaufsoptimierung GK 3. Sven Sönksen 01.01.2005-31.12.2005 + 500.000 712.000 712.000 18. 8000 Multimediapaket Aktivierungen 11. Carsten Jan-Dez 2005 + 39.600 43.906 43.906 SMS-Preisanpassung Alttarife (PK in Rahmenverträgen) Mesecke-v. Rh. 4. Henning van der Linde 01.01.2005-31.12.2005 + 430.000 434.383 434.383 19. 600 Datacards 12. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 25.012 6.156 6.156 6000 DataCards 5. Marco Heinitz 01.01.2005-31.12.2005 + 250.124 192.060 192.060 20. GM YEND2005 Effekt 1670 Aktivierungen von SMS-/MMS-Kontingenten 13. Carsten Mesecke-v. Rh. Jan-Dez 2005 + 10.000 11.469 11.469 EK-Optimierung M2M-Karten 6. Henning van der Linde 01.03.2005-31.12.2005 + 63.988 63.988 63.988 2000 Neu-FS in margenstarken 50er und 100er-Tarifen 14. CarstenAktivitäten aus Direkter Vertrieb Jan-Dez 2005 + 9.000 183.887 183.887 Ziel Realisierter Trend 1.574.312 SAC  Mesecke-v. Rh. SMS Conversation 7. 01.01.2005-31.12.2005 1.574.312 + 50.000 505 505 Aktivität / Beschreibung Marco Heinitz Akt. Verantwortlich939.265 Realisierungs Zeitraum BM Effekt Effekt Effekt Verkauf von Nicht-Mobilfunk-Artikeln 15. Carsten Mesecke-v. Rh. Jan-Dez 2005 5.000 779 779 1500 Blackberry 8. Henning van der Linde 01.01.2005-31.12.2005 + 20.250 19.141 19.141 Prepaid Sonderunterstützung Nokia 1. Dirk Inselmann 31.12.2005 1.000.000 1.283.333 1.283.333 9. Nokia Jahresbonus 2. Dirk Inselmann 31.12.2005 150.000 0 0 1.951.848 2.513.537 2.513.537  Aktivitäten aus e-Business 10. Skontorückforderung 3. Dirk Inselmann 31.03.2005 135.486 109.088 109.088 11. Logistik- und Einkaufsoptimierungen 4. Dirk Inselmann 31.12.2005 100.000 222.580 222.580 12. Warenrisiko mindern zum 31.12.2005 5. Dirk Inselmann 31.12.2005 100.000 253.000 253.000 GM YEND2005 Effekt 13. Lagerumschlag - Optimierung 6. Dirk Inselmann 31.12.2005 100.000 0 0 14. Ziel Realisierter Trend Sondervertriebsaktivitäten(Wochenkampagnen) / Beschreibung Dirk Inselmann 7. 31.12.2005 Realisierungs Zeitraum 100.000 0 0 Aktivität Akt. Verantwortlich BM SAC Effekt Effekt Effekt 15. Siemens Jahresbonus 8. Dirk Inselmann 31.12.2005 50.000 49.768 49.768 Vermarktung VF-Live und T-Zone (Portalgeräte). 1. Stefan Vidos 01.01. - 31.12.2005 + 1.080.000 619.404 619.404 Distribution 9. Dirk Inselmann 31.12.2005 50.000 51.600 51.600 Verbesserung Anschlußgebührenerlöse 2. Christian Seidl 908.540 1.075.332 1.075.332 2.616.167  Aktivitäten aus GK PM 01.01. - 31.12.2005 2.447.227 + 2.447.227 Hersteller WKZ für CallCenter Verkaufsaktivitäten 10. Dirk Inselmann 31.12.2005 50.000 0 0 Reduzierung Überzahlung 3. Christian Seidl 01.01. - 31.12.2005 + 887.500 1.381.166 1.381.166 Jahresbonus Sony / Ericsson 11. Dirk Inselmann 31.12.2005 20.000 0 0 Intensive Vermarktung der Onlinerechnung (E-bill) 4. Stefan Vidos 01.01. - 31.12.2005 594.000 1.214.971 1.214.971 Handyversicherung 12. Dirk Inselmann 31.12.2005 10.000 4.000 4.000 744 Free- / Office-Tarife 5. Rolf Rhöse 01.01. - 31.12.2005 + 426.212 271.194 271.194 Jahresbonus Samsung 13. Dirk Inselmann 31.12.2005 10.000 0 0 4.400 Datacards 6. Rolf Rhöse 01.01. - 31.12.2005 + 183.424 151.388 151.388 Handyrecycling 14. Dirk Inselmann 31.06.2005 5.000 0 0 Multimediapaket Aktivierungen 7. Stefan Vidos 01.01. - 31.12.2005 + 180.000 295.899 295.899 15. 31.12.2005 1.250 BlackBerry 8. Rolf Rhöse 01.01. - 31.12.2005 + 16.875 17.634 17.634 15. 16. 17. 18. 19. 20. e-Business Aktivitäten aus e-Business Burghard Markus Christian Pützhofen 01.01.2005 - 31.12.2005 31.12.2005 + 244.243 75.423 98.214 98.214 7.340 GM 33.224 YEND2005 Effekt 33.224 0 G Produkt Management K Aktivitäten aus G PM K Hardware M anagement Aktivitäten aus HW M anagement Indirekter Vertrieb Aktivitäten aus Indirekter Vertrieb 9.  Aktivitäten aus HW Management 1.880.486 1.973.369 1.973.369 10. 11. 12. 13. 14. 15.  Aktivitäten aus Indirekter Vertrieb 4.276.551 … 11 November 2013 www.torbenrick.eu 31 5.026.989 5.026.989
  • 32. ....... and tell everyone about it ..... 11 November 2013 www.torbenrick.eu 32
  • 33. Let’s face it 11 November 2013 www.torbenrick.eu 33
  • 34. Let’s face it • Let’s face it – great corporate culture doesn’t just happen – you need to make it happen • All music is made from the same 12 notes. All culture is made from the same five components: behaviors, relationships, attitudes, values and environment. • It’s the way those notes or components are put together that makes things sing 11 November 2013 www.torbenrick.eu 34
  • 35. Good luck © Torben Rick http://www.torbenrick.eu Blog http://www.torbenrick.eu/blog/