Frisbee Management, by Kroese brands & behaviour

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Information about Frisbee Management, by Kroese brands & behaviour
Business & Mgmt

Published on July 9, 2009

Author: KroeseBB

Source: slideshare.net

Description

Building better organisations & brands; strong organisations build strong brands. In an open source, networked economy, it’s PEOPLE and BRANDS that make the difference! Recognising the power of your organisation will help you turn that desire into energy, inspiration and a sustainable advantage in your market. How to do that? Just watch this presentation and when you are convinced by this method, just contact us.Building better organisations & brands; strong organisations build strong brands. In an open source, networked economy, it’s PEOPLE and BRANDS that make the difference! Recognising the power of your organisation will help you turn that desire into energy, inspiration and a sustainable advantage in your market. How to do that? Just watch this presentation and when you are convinced by this method, just contact us.

Identiteit: drivers of distinction Vastgesteld wordt welke ‘eigenschappen’ van GreenbergTraurig samen het unieke karakter van het kantoor bepalen. Leaders and managers have a deep longing to build better organisations and win in the market place. REPUTATION DRIVERS Recognition Growth Bringing Solutions International focus Professionalism Track Record Attractive Workplace Attitude DISTINCTION DRIVERS Understanding the power of yourorganisationwill help you turn thatdesireintoenergy, inspiration and a sustainableadvantage in yourmarket. Mentality/ attitude & energy Customer orientation Internal cooperation Problem solving capacity Creativity DEFINE DISTINCTION IN THE MARKET

BUILDING BETTER ORGANISATIONS & BRANDS An introduction to Frisbeemanagement ®

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 harness this potential?

Brands & behaviour strong organisations build strong brands strong brands are: more profitable more sustainable it is the people that build the brand

In an open source, networkedeconomy, it’s PEOPLE and BRANDS thatmake the difference! BRAND presencerelevancemeaningBrand Relevance over recognition Meaning over image Content Intellectualcapacity Knowledge, Ideas, Conversation PEOPLE commitmentcooperationcreativityOperationalQualities Ability to getthingsdone

presence

relevance

meaning

commitment

cooperation

creativity

It’s frisbee management! Iterate! set the spin in motion (change cyle) swing in right direction watch the results let go! (at the right moment)

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.

Cause & effect… context What determines perception and attitude of people involved? Distinctive brand? Excellent performance? WHAT IS THE DIFFERENCE WE WANT TO MAKE? results perception/ attitude II. Perception and attitude determine behaviour. behaviour III. Behaviour creates results.

Leadership: ‘command & control’ Tasks: individual approach, lack of coordination Environment: ‘sloppy’, not portraying an image of professionalism context Inferior results Declining growth WHAT IS THE DIFFERENCE WE WANT TO MAKE? Case: before Perception/attitude: ‘ 9 to 5’’It’s not my fault’ results perception/ attitude Results: low moraleno prideno fundissatisfied custumersbehaviour Behaviour: passive/’reactive’employee-centric/individualisticno responsibility being taken

‘ 9 to 5’

’It’s not my fault’

low morale

no pride

no fun

dissatisfied custumers

passive/’reactive’

employee-centric/individualistic

no responsibility being taken

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