Frisbee Management, by Kroese brands & behaviour

FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®

BUILDING BETTER ORGANISATIONS & BRANDS

An introduction to Frisbeemanagement ®


Identiteit: drivers of distinction

Vastgesteld wordt welke ‘eigenschappen’ van Greenberg Traurig

samen het unieke karakter van het kantoor bepalen.

RecognitionInternational

focus

Track

RecordAttitude

Bringing

Solutions

ProfessionalismAttractive

Workplace

RE

PU

TA

TIO

N

DR

IVE

RS

Growth

DIS

TIN

CT

ION

DR

IVE

RS Mentality/

attitude &

energy

Customer

orientation

Internal

cooperation

Problem solving

capacityCreativity

DEFINE DISTINCTION IN THE MARKET

Leaders and managers have a deep longing to build better organisationsand win in the market place.

Recognising the power of yourorganisation will help you turn that desire intoenergy, inspiration and a sustainable advantage in yourmarket.


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 DISCLOSE THIS POTENTIAL?


Brands & behaviour

• strong organisations build strong brands

• strong brands are:

– more profitable

– more sustainable

• it is the people that build the brand


It’s frisbee management!

set the spin in motion

(change cyle)

swing in right

direction

let go!

(at the right moment)

watch the

results


I. What determines

perception and attitude

of people involved?

II. Perception and attitude determine behaviour.III. Behaviour creates

results.

WHAT IS THE DIFFERENCE WE WANT TO MAKE?

PERCEPTION/

ATTITUDE

BEHAVIOUR

RESULTS

CONTEXT

Cause & effect…

DISTINCTIVE BRAND?

EXCELLENT PERFORMANCE?



PERCEPTION/

ATTITUDE

BEHAVIOUR

RESULTS

CONTEXT

Case: before Leadership: ‘command & control’

Tasks: individual approach, lack of coordination

Environment:‘sloppy’, not portraying an image of professionalism

Perception/attitude:

− ‘ 9 to 5’

− ’It’s not my fault’

Behaviour:

− passive/’reactive’

− employee-centric/individualistic

− no responsibility being taken

Results:

− low morale

− no pride

− no fun

− dissatisfied custumers

Inferior results

Declining growth



PERCEPTION/

ATTITUDE

BEHAVIOUR

RESULTS

CONTEXT

Case: after Leadership: clarity on goals, responsibility

and trust, freedom to realise

Tasks: make our customers happy!!

Environment:focus op professionalism

Perception:

− customer pays our salary

− fun to grow, improve and innovate!

− we accomplish together

Behaviour:

− a lot of initiatives, innovation

− hold one another accountable for quality, discuss responsibilities

Results:

− better cooperation

− pride & fun

− recognition and visibility in the market place!

Sustainable growth


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…

Internal, today:

When a customer calls:1. I answer the question

2. Answer question and assure that customer is

satisfied

3. Answer question, assure satisfaction and edit

CRM-data

Customer, when I call:1. my question will be answered

2. question will be answered and

accountmanager assures that I am

satisfied.

REQUIREMENT

MANAGEMENT

(MATURITY)

PLANNED

Improve next month:

When a customer calls:1. I answer the question

2. Answer question and assure that customer is

satisfied

3. Answer question, assure satisfaction and edit

CRM-data

REALITY

example: Customer focus, accountmanagement


…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.

Potentials

dialogue, involve,

inspire

Ambassadors of

change

accelerate, contribute

Questionmarks

Grow or go?

Believers

Involve, grow, learn

high

low

matu

rity

supportresistance

Focus on

priorities,

cooperate, learn

, grow

Inspire, involve


Sample outcomes of analysis

DISTINCTION

DRIVER

COMPANY

TOTALMATURITY UNIT I MATURITY UNIT II MATURITY UNIT III MATURITY

Recognition 6.0 2 5.4 3 8.0 2 4.6 1

Image 7.8 4 8.6 4 7.4 4 7.3 4

Sales 6.3 1 7.4 0 6.0 1 5.4 1

Innovation 6.8 0 6.0 1 7.2 0 7.1 0

Commitment 7.9 4 8.2 3 8.0 4 7.6 4

Cooperation 6.3 1 4.3 1 7.5 2 7.0 1

Creativity 6.8 2 7.5 2 6.0 2 6.8 3

Leadership 7.1 3 7.0 4 6.8 3 7.6 3

Distinction

Index 6.9 6.8 7.1 6.7

• 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


Client:

Contact:

Date: 12 Maart, 2009

Consultant: Theo Kroese, Jan van de Poll

KDI: Kroese Distinction Index

Illustrative figures. For demonstration purposes only

Assessment structureFour questionnaires divided in 14 dimensions

Actual Maturity LevelsThe 7 respondents from Division 1compared on all 4 questionnaires

ImprovementscenarioMoving ‘Perception & Attitude’

to Maturity Level 3

Maturity Level

Maturity Level

DendrogramSignificant disagreement in Division 1 on improving on ‘Perception & Attitude’

Division 1 > Perception & Attitude

Score Type: Planned

Shortage

Waste

Waste

One overall score

Management SummaryColumn- & Row totals plus KPIs

3.0

Methodology nominatedfor the ICT-prize of theEuropean Community

Kroese Distinction Index

Respondent

1

Respondent

2

Respondent

3

Respondent

4

Respondent

5

Respondent

6

Respondent

7 Context

Perception &

Attitude

Behaviour

Results

0

1

2

3

4

5

Respondent

1

Respondent

2

Respondent

3

Respondent

4

Respondent

5

Respondent

6

Respondent

7 Context

Perception &

Attitude

Behaviour

Results

0

1

2

3

4

5

Stacked HistogramShows how respondents plan to improve. Compare with top-down priorities to identify areas of waste or under-investment.

Examples of Output


Examples of results

Interpretation/result Possible solution/approach

Command & control style of leadership does

not work anymore, it deters people

Set goals, inspire and help them, change

internal environment and communication.

Our service stands out, but the market is not

sufficiently aware.

Awareness campaign, PR, recognition events,

referral strategy, online

Customers tend to love our products, but the

quality of our customer relationships turns

them off.

Inject customer focus in people, teams and the

whole brand experience.

The ‘low hanging fruit’ is in improving our

relationship management

• improve relationship management

• internal ‘customer focus program’

• reinforce account management

• improve operational excellenceThere is not enough ‘WOW’ in the experience

of our company’s products and services

Lack of motivation hampers cooperation…, we

do not seem to have the enthusiasm or spirit

to go the extra mile

• leadership program

• inspirational program aimed at broad based

support: (re)define market approach

We are rich in ideas, but poor in execution,

losing focus in meetings and internal

discussions (‘management of disagreement’)

• KDI provides priorities

• team building and (possibly) team

reorganisation

• social innovation


More info…

www.kroese-bb.com

Kroese brands & behaviour bv

Handelsweg 59e

1181 ZA AMSTELVEEN

THE NETHERLANDS

[email protected]

Stand out…sustainably!

http://www.kroese-bb.com/



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Frisbee Management, by Kroese brands & behaviour