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CUSTOMER CONNECTION 23 februari 2005 Prof. dr ing. T.W. Hardjono the.

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Presentatie over: "CUSTOMER CONNECTION 23 februari 2005 Prof. dr ing. T.W. Hardjono the."— Transcript van de presentatie:

1 CUSTOMER CONNECTION 23 februari 2005 Prof. dr ing. T.W. Hardjono the

2 Gesinnungen leben nicht wenn sie keine Gelegenheit haben zu kämpfen Thomas Mann Toen zij door hadden dat zij hem geen katholiek hoofd konden opdrukken, sloegen ze hem voor alle zekerheid het protestantse maar af Lichtenberg

3 1.Paradigma’s in kwaliteitsland 2.De Europese benadering 3.Vermogensvermeerdering/ competentie vergroting Filosofische achtergronden 4.Samenhang

4 1.Paradigma in kwaliteitsland 2.De Europese benadering 3.Vermogensvermeerdering/ competentie vergroting Filosofische achtergronden 4.Samenhang

5 Looking through four windows Constitution Control Chemistry Construct MethodologySqEME®

6 Constitution Control Construct Chemistry  Religion/philosofy  Concept of man  Ethics  Business model  Mission & vision  Policy &Strategy SqEME® Looking through four windows

7 reaching the essence

8 1.Paradigma in kwaliteitsland 2.De Europese benadering 3.Vermogensvermeerdering/ competentie vergroting Filosofische achtergronden 4.Samenhang

9 European vision on quality Levinas Rijnlands versus Angelsaksisch denken Inclusief denken Boerwinkel

10 European vision on quality Levinas Rijnlands versus Angelsaksisch denken Inclusief denken Boerwinkel

11 Bedrijfskundig model: Rijnlandse benadering: Het “contract “ dat het management heeft zegt dat er gestreefd moet worden naar een evenwicht in de belangenbehartiging van ALLE stakeholders, waaronder de organisatie en het management zelf. Angelsaksische benadering: Het contract dat het management heeft bepaalt dat er in het werk gesteld moet worden dat de belangen van shareholders dient.

12 European vision on quality Levinas Rijnlands versus Angelsaksisch denken Inclusief denken Boerwinkel

13 Harvesting diversity Search for the basic (simple) rules Development of a new vocabulary

14 European vision on quality Levinas Rijnlands versus Angelsaksisch denken Inclusief denken Boerwinkel

15 Ik ben verantwoordelijk voor het gedrag van de ander

16 European vision on quality Levinas Rijnlands versus Angelsaksisch denken Inclusief denken Boerwinkel

17 Inclusief denken Mijn heil (geluk, leven, welvaart) wordt niet verkregen ten koste van of zonder de ander, maar kan alleen verkregen worden door tegelijk het heil van de ander te beogen en te bevorderen Feitse Boerwinkel

18 Inclusief denken How can I make a bug out of you? versus Kan ik u van dienst zijn?

19 Inclusief denken Zich ervoor hoeden zichzelf als mens superieur te achten boven en self-richteousness vermijden Feitse Boerwinkel Ervan uitgaan dan het de ander ernst is met zijn mening Bereid zijn om naar de ander te luisteren en rekenschap te geven van de eigen overtuiging Oppassen voor stereotiepe denkpatronen als: zo zijn nu eenmaal ……. Vasthouden aan het feit dat wij op onze kleine planeet een manier moeten kunnen vinden om als mens met elkaar te kunnen leven, elkaar helpend door aanmoediging, maar niet minder door duidelijk kritiek en als ‘t moet door verzet Het vermijden van oorlog en strijd als metafoor en gebruik van daarvan afgeleid jargon

20 1.Paradigma in kwaliteitsland 2.De Europese benadering 3.Vermogensvermeerdering/ competentie vergroting Filosofische achtergronden 4.Samenhang

21 SqEME® Looking through four windows Constitution Control Chemistry Construct Organisations as complex systems full of paradoxes and dilemmas What makes it tick

22 breaktrough

23 Control Chemistry Constitution Construct SqEME® Looking through four windows  Structures  Procedures  Tasks/responsibilities  Awardingsystems  ….

24 continuous improvement

25 Constitution Chemistry Construct Control SqEME® Looking through four windows  Auditing  certification  Budgetting/fin. Adm.  Businessplanning  Knowledge management/ learning organisations

26 control

27 1.Paradigma in kwaliteitsland 2.De Europese benadering 3.Vermogensvermeerdering/ competentie vergroting Filosofische achtergronden 4.Samenhang

28 Development in Quality Management Quality of the process Quality of the (organisational) system Quality of products Quality of business chains Quality of society Degree of complexity

29 Vallance Ciba-GeigyLippuner Lorentz Hahn De Soet Agnelli Eckert Fahrni De Benedetti Morf DassaultDassault V.d. Klugt Lévy ChecoluxScharp

30 EFQM Business Excellence Model EFQM

31 1.Paradigma in kwaliteitsland 2.De Europese benadering 3.Vermogensvermeerdering/ competentie vergroting Filosofische achtergronden 4.Samenhang

32 Materieel vermogen

33 Materieel vermogen

34 Materieel vermogen

35 Materieel vermogen

36 Materieel vermogen Interne oriëntatie Externe oriëntatie

37 Materieel vermogen Oriëntatie op beheersing Oriëntatie op verandering Interne oriëntatie Externe oriëntatie

38 Oriëntatie op verandering Interne oriëntatie Externe oriëntatie Oriëntatie op beheersing Markt- gerichtheid Effectiviteit

39 The Four Phase Model © the model indicates four marketing strategy or environmental circumstances for an organisation: The market/environment is dominated by customers which have: a clear problem/dream but no idea whether there is solution available If the organisation is able to let this customer believe that she can solves their problems/for fill their dreams, she is in market Price is related to the intensity or urgency of the problems/dreams and (partly) the availability of budgets Challange for the organisation is in the first place to become 1. EFFECTIVE

40 Oriëntatie op verandering Interne oriëntatie Externe oriëntatie Oriëntatie op beheersing Markt- gerichtheid Produktiviteits- verbetering EffectiviteitEfficiency

41 The Four Phase Model © the model indicates four marketing strategy or environmental circumstances for an organisation: The market/environment is dominated by customers which have: a clear problem/dream but know that there are solutions available If the organisation is able to convince this customer that she can provide the best solution, she is in market Price is an important feature (partly) related to product quality offered Challenge for the organisation is to have the lowest cost price and become in the first place 2. EFFICIENT

42 Oriëntatie op verandering Interne oriëntatie Externe oriëntatie Oriëntatie op beheersing Markt- gerichtheid Lenigheid Produktiviteits- verbetering EffectiviteitEfficiency Flexibiliteit

43 The Four Phase Model © the model indicates four marketing strategy or environmental circumstances for an organisation: The market/environment is dominated by customers which have: a clear problem/dream but has their minds on “more important things” If the organisation is able to serve this customer without troubling or surprises, she is in market Price is a custom as long as the customer experience that there is no cheaper or better alternative. Challenge for the organisation is in the first place to follow the customer and be quicker than the competition an become 3. FlEXIBLE

44 Oriëntatie op verandering Interne oriëntatie Externe oriëntatie Oriëntatie op beheersing Markt- gerichtheid InnovativiteitLenigheid Produktiviteits- verbetering EffectiviteitEfficiency FlexibiliteitCreativiteit

45 The Four Phase Model © the model indicates four marketing strategy or environmental circumstances for an organisation: The market/environment is dominated by customers which have: a NO clear problem and only vague dreams or wishes and are vulnerable for unexpected solutions available If the organisation is able to surprise or worry the customer, she is in market Price is related to the intensity of the surprise or worry/fear created and (partly) the availability of budgets Challenge for the organisation is in the first place to become 4. CREATIVE

46 Internal focus External focus Creativity Flexibility Efficiency Effectiveness Rigidity Focus on control Focus on change Chaos Inertia Over sensitivity Explaining and predict THE INTERVENTIONS IN THE FOUR PHASE MODEL© Structuring Regulating Yielding Generating demand producing Anticipating on social environment Anticipating on technical, social on political developments turnover Executable plans direction marketshare Marketing myopia

47 Internal focus External focus Creativity Flexibility Efficiency Effectiveness Segregation Rigidity Focus on control Focus on change Over sensitivity EFFICTIVENESS AS A STRATEGIC STARTING POINT Top responsibility Shop floor responsibility (middle) management responsibility direction

48 Leadership style:telling Selling processes:dominant Most vulnerable competence: commercial Decision-making: centralized Market and product/feature innovation favourable Effective driven Mentality: profit/success driven

49 Internal focus External focus Creativity Flexibility Efficiency Effectiveness Rigidity Focus on control Focus on change Chaos Inertia Over sensitivity Evaluate THE INTERVENTIONS IN THE FOUR PHASE MODEL© Generate ideas Recognise change Re-evaluate means Development of knowledge Attracting financial means Development of social system Selfresearch Reallocatable means Work methods Solidarity Behavioural norms Anarchy

50 FLEXIBILITY AS A STRATEGIC STARTING POINT Rigidity Focus on control Focus on change Chaos Internal focus External focus Creativity Flexibility Efficiency Effectiveness Amateurism Anarchy Bureaucracy Segregation Inertia Over sensitivity

51 Leadership style:participating Process redesign:dominant Most vulnerable competance: socialisation Decision-making: decentralized Innovation of services, social systems, information technology and networks most favourable Flexibility driven Mentality:community driven

52 Internal focus External focus Creativity Flexibility Efficiency Effectiveness Amateurism Anarchy Bureaucracy Segregation Rigidity Focus on control Focus on change Chaos Inertia Over sensitivity EFFICIENCY AS A STRATEGIC STARTING POINT

53 Leadership style:negotiating Production processes:dominant Most vulnerable competence: material Decision-making: iterative Innovation of technology and production processes (cost reduction) most favourable Mentality:compliance driven Efficiency driven

54 CREATIVITY AS A STRATEGIC STARTING POINT Internal focus External focus Creativity Flexibility Efficiency Effectiveness Amateurism Anarchy BureaucracySegregation Rigidity Focus on control Focus on change Chaos Inertia Over sensitivity

55 Leadership style:coaching Learning processes:dominant Most vulnerable competence: intellectual Decision-making: convincing Fundamental breakthroughs favourable Creativity driven Mentality:innovation driven

56 Balanced scorecard Inertia Over sensitivity Focus on change Chaos Internal focus External focus Creativity Flexibility Efficiency Effectiveness Amateurism Anarchy BureaucracySegregation Rigidity Focus on control Financial perspective Customer -market perspective Innov a tion & learning processes

57 1.Paradigma in kwaliteitsland 2.De Europese benadering 3.Vermogensvermeerdering/ competentie vergroting Filosofische achtergronden 4.Samenhang

58 Sustainability Assessment Strategic Sustainability Scan Constitution  Values  Identity  Mission  Vision Chemistry  Energy  Flow  Relationships  Communication Construct  Leading  Planning  Procedures  Action Control  Guidelines  Perform. criteria  Monitoring  Reporting Alignment Framing Deployment Four Phase Model © EFQM Business Excellence Model Balanced Scorecards

59 Gesinnungen leben nicht wenn sie keine Gelegenheit haben zu kämpfen Thomas Mann Toen zij door hadden dat zij hem geen katholiek hoofd konden opdrukken, sloegen ze hem voor alle zekerheid het protestantse maar af Lichtenberg


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