Effectiviteit, leiderschap en cultuur | Target Point, Guide to ChangeAngela van de Loo
Wat je doet bepaalt je resultaat, niet wie je bent. Leiderschapseffectiviteit, prioriteiten stellen, het karakter van de organisatie, doelen stellen. Hoe meer te halen uit al je energie? Getting Things Done op een manier die bij je past. Taak, relatie of integratie.
Deze presentatie gaat over de "lerende organisatie" en hoe je dit kunt bereiken.
Systeemdenken en Total Respect Management (TR³M) zijn instrumenten waarmee je een lerende organisatie kunt creëren.
Effectiviteit, leiderschap en cultuur | Target Point, Guide to ChangeAngela van de Loo
Wat je doet bepaalt je resultaat, niet wie je bent. Leiderschapseffectiviteit, prioriteiten stellen, het karakter van de organisatie, doelen stellen. Hoe meer te halen uit al je energie? Getting Things Done op een manier die bij je past. Taak, relatie of integratie.
Deze presentatie gaat over de "lerende organisatie" en hoe je dit kunt bereiken.
Systeemdenken en Total Respect Management (TR³M) zijn instrumenten waarmee je een lerende organisatie kunt creëren.
Frt 110120 - i screen - vision meeting - presentatieFlevum
Presentatie | Vision Meeting | Talentontwikkeling: waarom? | 20 januari 2011
Er zijn talloos veel modellen en één daarvan zegt dat mensen en organisaties opereren op drie niveaus: wat doen we, hoe doen we het en waarom doen we het. De eerste twee niveaus appelleren aan ons verstand, de derde aan ons gevoel en ons vertrouwen.
Dus om écht effectief te zijn en inspirerend te zijn is deze vraag het meest van belang!
Maar in veel gevallen blijft de waarom-vraag onderbelicht en daarmee blijft naar onze opvatting succes uit.
Je raakt mensen als je de waarom-vraag kunt beantwoorden en als het geloof daarin overeenkomt met het geloof (of hoop) van die mensen.
Voorbeelden als Apple, Fortuyn en de Wright broers gingen ons voor.
Wij willen ten aanzien van talentmanagement bij deze vraag stil staan: we weten wat het is, we weten ongeveer hoe we het kunnen uitvoeren maar waarom zouden we het eigenlijk willen? Hierover zouden wij, na een korte inleiding, graag met u van gedachten wisselen.
Systemische archetypes zijn veelvoorkomende en zichzelf herhalende patronen in organisaties.
Het ontdekken en aanpakken van deze archetypes geeft de mogelijkheid om fundamentele en duurzame oplossingen te bieden aan de problemen die zich in organisaties stellen.
Presentatie '12 sleutels voor duurzaam HRM' van Peggy De Prins tijdens de Trefdag sociaal-cultureel werk op 17 november 2016 in de Zebrastraat in Gent.
Frt 110120 - i screen - vision meeting - presentatieFlevum
Presentatie | Vision Meeting | Talentontwikkeling: waarom? | 20 januari 2011
Er zijn talloos veel modellen en één daarvan zegt dat mensen en organisaties opereren op drie niveaus: wat doen we, hoe doen we het en waarom doen we het. De eerste twee niveaus appelleren aan ons verstand, de derde aan ons gevoel en ons vertrouwen.
Dus om écht effectief te zijn en inspirerend te zijn is deze vraag het meest van belang!
Maar in veel gevallen blijft de waarom-vraag onderbelicht en daarmee blijft naar onze opvatting succes uit.
Je raakt mensen als je de waarom-vraag kunt beantwoorden en als het geloof daarin overeenkomt met het geloof (of hoop) van die mensen.
Voorbeelden als Apple, Fortuyn en de Wright broers gingen ons voor.
Wij willen ten aanzien van talentmanagement bij deze vraag stil staan: we weten wat het is, we weten ongeveer hoe we het kunnen uitvoeren maar waarom zouden we het eigenlijk willen? Hierover zouden wij, na een korte inleiding, graag met u van gedachten wisselen.
Systemische archetypes zijn veelvoorkomende en zichzelf herhalende patronen in organisaties.
Het ontdekken en aanpakken van deze archetypes geeft de mogelijkheid om fundamentele en duurzame oplossingen te bieden aan de problemen die zich in organisaties stellen.
Presentatie '12 sleutels voor duurzaam HRM' van Peggy De Prins tijdens de Trefdag sociaal-cultureel werk op 17 november 2016 in de Zebrastraat in Gent.
Soul Xpress, integraal uitdrukken van identiteitRGodding
Hoe laat je congruent zien wie je bent als organisatie? In je manier van communiceren, in beeld, in beleving, in gedrag? Het Soul Xpress model geeft handvatten.
Een integraal model om de organisatie identiteit congruent uit te dragen in wat je vertelt en laat zien. Kernelementen hierin zijn corporate story en beleving. Van binnen naar buiten doorloop je de fases onderzoeken, verwoorden, verbeelden, communiceren en verankeren.
Deze presentatie illustreert de veranderingen in de wereld en hoe die invloed hebben op de ontwikkeling van mensen, organisaties en leiderschap en hoe het Succeskompas de basis vormt voor nieuw leiderschap
David Ducheyne Chief People Officer SecurexHRmagazine
David Ducheyne is Chief People Officer bij Securex. Hij is tevens auteur van het boek Duurzaam Leiderschap – Hoe leiden in een VUCA wereld.
David stelt dat succesvolle leiders hun leiderschap baseren op hun persoonlijke stijl. Hij geeft aan hoe je kan leren uit situaties waarmee je geconfronteerd wordt.
Hij zal ons ingrediënten aanreiken om op een duurzame manier te leiden in een steeds veranderende wereld.
Luc Derijcke over 'Dialoog met personeelsvertegenwoordigers'HRwijs
Studiedag SOM in samenwerking met HRwijs over onderhandelen met vakbonden. Luc Derijcke (Antwerp Management School) reikte heel wat praktische inzichten aan over de dialoog met personeelsvertegenwoordigers.
www.hrwijs.be
Nieuwe ideeën komen niet tot bloei, er ontstaat gedoe of we gooien de handdoek in de ring. Hoe krijg je voor elkaar dat mensen goed samenwerken?
Door Pauline Voortman, TrustWorks
Similar to Intergenerationeel Management: Ans De Vos & Veroniek De Schamphelaere (20)
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This document summarizes an article about dismantling traditional "sales machine" models in favor of more flexible "insight selling" approaches. It discusses how sales has become more complex with more knowledgeable customers. Effective sales now requires creative reps who challenge customers with new insights rather than rigid process-driven approaches. To support insight selling, companies must shift to a judgment-oriented culture that emphasizes reps' discretion and long-term focus over short-term goals. Sales managers must act as coaches who facilitate problem-solving and encourage innovation, communication and long-term pipeline development. Companies also need to recruit and incentivize talent suited for complex, insight-driven selling.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
Top salespeople display key attributes such as high verbal acuity to communicate effectively with customers, an achievement-oriented personality to consistently meet goals, and situational dominance to confidently guide conversations. They also exhibit inward pessimism that drives them to qualify deals more thoroughly. High performers collaborate closely with sales managers on strategy and benefit from working in sales organizations with strong accountability and morale. Individual attributes and environmental factors, rather than company growth rates, determine sales performance.
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
This document summarizes an article that discusses the importance of customer value propositions in business markets. It outlines three types of value propositions and provides strategies for substantiating, demonstrating, and documenting customer value in order to persuade customers and improve business performance. These include using a value word equation to assess the benefits of an offering compared to alternatives, value case histories showing savings reference customers achieved, and value calculators to demonstrate potential savings. Documenting actual cost savings achieved allows suppliers to refine value models and enhance their credibility and knowledge. Developing compelling value propositions should be a fundamental part of business strategy according to best practices.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.
The document summarizes an article that suggests suppliers of non-strategic products focus on identifying a "tiebreaker" or unique benefit that helps customers solve important problems. This "justifier" approach can help suppliers stand out over competitors and gain additional revenue opportunities. The article outlines how suppliers can discover justifiers by understanding how customers use their products, finding opportunities to integrate with other offerings, and identifying customers' business priorities. Implementing justifiers requires investment but can create a crucial advantage for suppliers.
This article discusses how purchasing managers can adopt a more strategic approach to managing suppliers and supplies. It outlines a four phase process for classifying suppliers based on profit impact and supply risk. This allows purchasing managers to differentiate between supplier types and tailor strategies. The four phases include classifying supplies, analyzing supply markets, strategically positioning supplies based on the classification, and developing action plans to strengthen organizational structures, systems, and staff to support the strategic supply management approach. Adopting this strategic perspective helps companies better guard against supply disruptions.
The document discusses 16 small ideas companies can implement to improve customer centricity and innovation. The ideas include learning the language customers use to improve communications, creating customer personas to better understand segments, and rewarding customers for their contributions to online communities. The ideas are meant to help companies implement customer-focused strategies in practical ways.
Vlerick Business School offers high-quality management education and contributes to networking and forums for the management community. It aims to substantially contribute to the development of management and entrepreneurship through academic research and knowledge transfer. Entrepreneurship involves an initial discovery process and exploiting opportunities, while management focuses on coordinating existing resources and ongoing activities. Successful entrepreneurial organizations embrace innovation, risk-taking, and acting proactively.
This document provides guidance on leveraging career competencies and mapping out a successful route. It outlines internal and external factors that influence career success, such as defining preferred career values and managing one's professional context. Crucial influences include self-reflection, self-directedness, and building social networks. The document also discusses identifying strengths and passions, and how structures and other career influencers, like colleagues, shape one's career path. Overall, it aims to provide guidelines for steering one's career in the right direction.
The document discusses multiple ways that businesses can leverage their customers. It explains that customers can now co-create value for businesses and are more informed with more choices due to the internet. Businesses must become more customer-centric. Customers can act as promoters who recommend the business to others. They can also act as consultants, lead users, guides, contributors, and idea generators by providing feedback, solving problems, sharing knowledge and participating in co-creation. Businesses can leverage customers by connecting them through online communities and crowdsourcing.
This document discusses building the retail store of the future. It covers several key points:
1. Omni-channel retail is becoming more important, allowing customers to shop seamlessly both online and offline.
2. Physical stores still serve important purposes like experiences, advice, merchandise in stock, and building trust with customers. Stores need to be connected to online channels.
3. Retail formats need to be tailored to their specific context and customer base. Stores serve different functions around sales, logistics, service, and branding.
4. The future of retail requires flexibility and an ongoing focus on customer needs across channels. Both online and offline will continue evolving to meet changing shopper preferences.
This document discusses strategy implementation through a presentation given by Kurt Verweire at Vlerick Business School. It introduces the challenges of strategy execution, defines key concepts like strategic alignment and commitment, and presents models for strategic implementation. Through panel discussions, executives from Bank Van Breda, Van de Velde, and Carglass discuss how they addressed alignment, commitment, and measurement in successfully implementing their strategies.
This document summarizes the results of a survey of 43 companies on trends in reward management. It finds that while most companies have a formal reward strategy, they are primarily focused on base pay and short-term incentives. Top strategic priorities for reward managers are diversity, recruitment and retention. Looking ahead, reward communication, short-term incentives and performance management are the top projects for 2014. The conclusion suggests rewards need to be better aligned with business strategy and employee needs in the future.
This document outlines the program for a reunion event for alumni of the Masters in Financial Management (MFM) program at Vlerick Business School from 2010-2011. The evening will include updates on developments at the school and MFM program since the alumni graduated, as well as personal testimonials from alumni on their careers. It provides details on new faculty members, changes to the MFM curriculum, and rankings. The event aims to reconnect alumni and provide an opportunity for networking over drinks.