Published on March 4, 2009
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.
Understanding the power of yourorganisationwill help you turn thatdesireintoenergy, inspiration and a sustainableadvantage in yourmarket.
Mentality/ attitude & energy
Problem solving capacity
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
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’
no responsibility being taken