Identiteit : drivers of distinction

FRISBEEMANAGEMENT ® | KROESE DISTINCTION INDEX ®

Identiteit: drivers of distinction

Vastgesteld wordt welke ‘eigenschappen’ van Greenberg Traurig samen het unieke karakter van het kantoor bepalen.

Recognition Internationalfocus

Track RecordAttitude

BringingSolutions

Professionalism AttractiveWorkplaceR

EPU

TATI

ON

D

RIV

ERS

Growth

DIS

TIN

CTI

ON

DR

IVER

S Mentality/ attitude &

energy

Customer orientation

Internal cooperation

Problem solving capacity Creativity

DEFINE DISTINCTION IN THE MARKET

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

Understanding the power of your organisation will help you turn that desire into energy, inspiration and a sustainable advantage in your market.


BUILDING BETTER ORGANISATIONS & BRANDS

An introduction to Frisbeemanagement ®


Brands & behaviour

• strong organisations build strong brands• strong brands are:

– more profitable – more sustainable

• it is the people that build the brand


swing in rightdirection

let go!(at the right moment)

watch the results

FRISBEE

MANAGEMEN

Tset the spin in motion(change cyle)


The relevance of frisbeemanagement• Building 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.


I. What determines the perception and attitude of employees?

II. Perception and attitudegenerate behaviour.III. Behaviour creates

results.

WHAT IS THE

DIFFERENCE WE WANT TO MAKE? PERCEPTIO

N/ ATTITUDE

BEHAVIOUR

RESULTS

CONTEXT

Frisbeemanagement ®

DISTINCTIVE BRAND?EXCELLENT

PERFORMANCE?


Successful interventions

• are 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…

Internal, today: When a customer calls:1. I answer the question2. Answer question and assure that customer is

satisfied3. Answer question, assure satisfaction and edit

CRM-data

Customer, when I call:1. my question will be answered2. question will be answered and

accountmanager assures that I am satisfied.

REQUIREMENTMANAGEMENT

(MATURITY)

PLANNEDImprove next month: When a customer calls:1. I answer the question2. Answer question and assure that customer is

satisfied3. Answer question, assure satisfaction and edit

CRM-data

REALITYexample: 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

mat

urity

supportresistance

Focus on priorities,

cooperate, learn, grow

Inspire, involve


Sample outcomes of analysisDISTINCTION

DRIVERCOMPANY

TOTAL MATURITY 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


Examples of results

Interpretation/result Possible solution/approachCommand & 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 bvHandelsweg 59e

1181 ZA AMSTELVEENTHE [email protected]

Stand out…sustainably!

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

mailto:[email protected]

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Identiteit : drivers of distinction