kremer executive
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Be accountable for a change
Kremer Executive namens NIMAMarion KremerRotterdam, 3 november 2009
Welkom
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2
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Word nu lid en betaal pas vanaf januari 2010. Kijk op www.nima.nl
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Today
• Accountability
• Accountability for corporate communications
• The question of KPN
• The case KPN (by Hans Koeleman Director corporate communications KPN)
• Closing
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Planning
Ability to plan end-to-endimplementation
30%Strong
Implementation
Ability to execute quicklyand stay ahead ofcompetitors
63%Strong
Strategy
Ability to develop growthinitiatives
Senior executives rated their ability to develop, plan, and executestrategies for growth and this was the result:
Source: Innovation & Growth Survey, March 2006; The Economist Intelligence Unit
Change is needed
5
Reporting
Our vision to implement a strategy
Change way ofworking
Implementationstrategic
instruments
Controle
Correct
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What does this mean?
Change way of working
Accountabilitytargetsetting, planning,
budgettering and reportingmanagement
Alignement of activities andstrategic goals
Development of knowledgecenters and learning loops
Instruments
Research, online dashboardsfor (realtime) insight of targets,
activities and results
Planning and visibility ofmanagement information
Conversion and progressmonitoring and optimisation of
activities7
Continuedmonitoring ofthe activities
Relationshipbetween
targets andresults
Fact-basedworking as
the standard
Determinatorfor influenceon company
policy
* De invloed van marketing in Nederland, onderzoek van Leeflang, Verhoef RUG, 2007)
Accountability
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Accountability model
AccountabilityScan
Strategic Target Pyramid
Measurements
Reporting Management Line
Change way of working
Procesimplementation
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Accountability model
AccountabilityScan
Strategic Target Pyramid
Measurements
Reporting Management Line
Change way of working
Procesimplementation
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Accountability for corporate communications
Accountability is new and scary for thetraditional field of corporatecommunications
No one has real experience with the setup and implementation
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Central question KPN
Help me to put the corporatecommunications departmentback in a central positionwithin the KPN organization
ConditionsThis should be done with a dramaticallylower budget and lower # of fte’sSolution should be practical and easy to implement
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Which steps did we identify?
Status Quo Create team accountability
Get the basics right
Clear actionplan
Transform the team
Permanently monitor the progress
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1515
Reputation Management at KPNTransforming a communications team
Hans KoelemanDirector Corporate Communications3 november 2009
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Contents
• Status quo 2007
• Develop clear vision and mision corporate communications
• Get the basics right
• Create team-accountability
• Transform the team
• Permanently monitor the progress
1717
Status Quo 2007
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Key findings first month
• Good willing people with a green hart• Strategy unclear for customer/employee• Leadership not inspiring and remote• Employee engagement insufficient• Communication not customer focused• A group of islands, no execution power
The company
• Darling of the financial world• Elsewhere: Solid, not sympathetic• Closed, sending not listening• Focused on shareholders, not customers• Responsibility and societal role not visible• Reliable, not innovative or leading
The image of KPN
• Many projects, but are we doing the rightthings?
• Not many ‘leading professionals’• Disconnected from business, strategy,
Board/management and key issues• Lots of plans, but no hands-on ownership• No support for the business with its fight in the
market place, wrong focus
Communications department
• Strong in crisis communication• Business gets insufficient support• No strategic internal communications• In need of more strategic clever PR• Products (website etc.) need improvement• Solutions need to be more clever and effective
Activities Communications
1919
Top ten most valued brands in the Netherlands 2007
1. Google
2. Pickwick
3. Kruidvat
4. Albert Heijn
5. Nokia
6. Blokker
7. Hema
8. Douwe Egberts
9. Senseo
10. Postbank
2020
KPN expressed as a person
“Not a friend butcould be a colleague
at work”
“Not unpleasant butvery businesslike”
“He’s got a family butfirst puts it down in his
diary whenever he’sgoing to spend time
with them”
“Dull kind of guy,could do with a bit of
spark”
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Our reputation: how it looked in 2007Which elements can we improve?
Price/quality perception: maintained vigilance needed
High appreciation of strategy, but we need to takecare we deliver on expectations
Moderate appreciation by professionals.Still not friendly, transparent and non-bureaucratic.Staff want equal opportunities and involvement.
OK, we’re # 1 in the market butvision & leadership remaininadequate
Openess and transparency must improve
KPN is changing but isn’t very innovative
Responsibility for what goeson around us and influence onsociety not visible
Performance Products Workplace Innovation Governance Leadership Citizenship
Slight increase(+1.9 vs. Q4)
Almostidentical
(-0.1 vs. Q4)
Slightincrease
(+2.9 vs. Q4)
Slightdecrease
(-0.9 vs. Q4)Slight
increase(+3 vs. Q4) Slight
increase(+2.2 vs. Q4)
Slight increase(+1.4 vs. Q4)
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We were not a socially involved companyStatus at the end of 2007
• No strategic CSR policy
• Not ‘best in class’ in sustainability indices
• Internal survey: KPN CSR performance needs upgrading
• Low score on GRI sustainability reporting benchmark
• Increasing pressure from external stakeholders
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Action plan 2007
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Action plan 2007
Performance
Transforming the team
• Defining strategic focus areas
• Driving new initiatives
• Building operational excellence
• Defining new ways of working
• Reorganizing and start new team in 2008
• Raising team to best in class
2525
Strategy base and focus
1. Make ‘the new KPN’ strategy crystal clear
2. Increase engagement and sympathy
3. Facilitate transformation to ‘the new KPN’
4. Position business leaders
5. Raise team to best in class
1
5
4
3
2
Department
Company and its
Businesses
The five strategic vehicles for corporate communications:
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Repositioning KPN as a service leader
KPN as a true consumer company, closer to its customers,its employees and to society.
Corporate SocialResponsibility
Management closerto employees
AppealingKPN Brand
Increasedsales
Proudemployees
Customersrecommend
KPN
Clear strategy
Time
Val
ue
‘Turnaround’2002-2004
Cash
Profit
‘Attack-Defend-Exploit’
2005-2007
‘Back togrowth’
2008-2010
Growth
2727
Vision: what perception does a new KPN need?
• With simple and transparent solutions that simplify ourcustomers’ lives. First rate service that’s right first time.
• With a personal, open and carefully targeted approach thatresults in dedicated and enthusiastic staff.
• With a crystal clear and credible strategy that generatesgrowth.
• With a clear and active social positioning that’s anchored insociety at large.
Shareholders
Customers
Employees
Society
That likeable Dutch brand people want to identify with
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Vision: how will this new KPN communicate?
1. Active and aggressive [We ourselves determine the agenda so that we take charge and
create the preconditions for responsiveness.]
2. Using our strengths and opportunities [Construction and communication are
opportunistic and offensive, drawing on our strengths and opportunities.]
3. Customer perspective is leading [We communicate from the perspective of customer
relevance. So our starting point is: the customer is always right.]
4. Open to the outside [We open ourselves up to the outside world and invite it in as well.]
5. Personal [We personalize our communication and invest both company and strategy with
maximum recognition.]
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Get the basics right
Get the basics right
• Create a result driven and efficient team
• Solve the main issues
– Introduce new framework internal communicationsfor media and face tot face
– Renew the CSR approach
– Solve main issues of the board
• Select the key monitoring instruments
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3131
• human
• contemporary
• recognizable images
• wording that is easy to understand
• transparent
• invites interaction
The KPN1 concept stands for simplicity and ambition andtakes the existing brand values and promises to a higher level
Confident
Simple
Personal
Concept: the rationale
3232
Media
Magazine
• 6x per year• 4 versions (1 gen./ 3 divisions)• 32 - 40 pages• Focus on strategy, brand values, context
Digital news source(part of Agora)
• Daily paper on Agora• Text, pictures, audio and video; basis content for Narrowcasting, Mobile/PDA, RSS, Podcasts• Focus on news
Specials(additional)
• No fixed formatfor use inspecial projects(example:project ZMCustomerOrientation)
Mobile / PDA NarrowcastingTP 9
Face to face
• Management Café’s• Board visits• Dialogue sessions• Story Telling
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Intranet
34
Chat Top 600
35
Chat all employees (english version)
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2. Telling
1. Wording
Stories and Examples,Town hall meetings
Listening and learning,Dialogue
We shape ourstories and
afterwards theyshape us
3. Anchoring
Management communication: Storytelling
From strategy to personal
Key monitoring instruments
37
Reputation
Employee involvement
Overall 08 07
ShellRabobankPhilipsKPNING GroepAholdUnileverKLM/AirFranceABNAmroDSMAkzoNobelAchmeaMicrosoftNSHeineken
231648795121116102914
231547681214917112113
1. KPN(1)2. Capgemini
(2)3. Microsoft(3)4. IBM(n.b.)5. Vodafone
(n.b.)
ICT&Telecom1. Philips(2)2. Shell(3)3. Rabobank
(1)4. Unilever(5)5. ING(4)6. KLM(6)7. Heineken(8)8. Ahold(10)9 Politie(12)10. TNO(11)11. KPN(15)
Overall
Intermediair meet de favoriete werkgevers onder
hoogopgeleiden tot 10 jaar werkervaring
09
123456789101112131415
External listings
Recognition of the board
38
Create team-accountability
39
Activation of strategy into new initiatives andOperational Excellence
1.1 Strategy and mission1.2 Corporate website1.3 Communicate strategy and improve brand1.4 Annual Report, CSR Report, Annual Review2.1 CSR action plan2.2 Sponsoring3.1 Internal Communication project3.2 Translate strategy and brand for personnel3.3 Intranet as place for active employee participation3.4 Involve employees in CSR specification4.1 Change management /culture
5.1.1 HR5.1.2 ZM change management5.1.3 WSO IC change management5.1.4 CM IC change management5.1.5 IT NL
4.2 Internal leadership conference5.1 ZM external mission5.2 CM external6.1 Corporate Center reorganization6.2 Redesign KPN internal processes
Tactics
MarinusHansMarionHansHansMarionHans
ChantalIngrid WIngrid WMarionChantalChantalIngrid WMarionHansCorinne
Design owners
• Greater clientsupport in brandresearch
• Several (media)appearances onleadership
• Employeeinvolvement +20%
• Stakeholderreputation to top 10
Measures
1. Position strategyand brand
2. Increase sympathy
3. Increase employeeinvolvement
4. Facilitatetransformation
5. Project leadership
6. Develop into topdepartment
Strategies
40
Transforming the team
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Building from a solid base
Spearheads
Starting points for reorganization
Vision
New way of working: Keep it simple
1. What we do and don't do
2. How we are organized
3. How we treat our customers
4. In our chosen solutions
5. One -time fix
1. Media relations
2. Issues management and directingmarketing PR
3. Executive communications
4. Internal communications
5. CSR
Employees with other competences1. Understanding the business
2. Professional discussion partners
3. Result achievers
Mission
42
The core competences we expect in our people
Committed
Uncomplicated
Expertise
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Perceivable behavior
We are looking for this behavior in our employees (1/3)Uncomplicated: in approach, activities and solutions
• You will always link a solution to your analysis
• You will always take full ownership of your projects
• You will direct your project from a to z
• You will help customers without always wanting to do everythingyourself
• You will communicate directly, simply and with clarity
44
Perceivable behavior
• You will endeavor to be the best in your field, for the benefit of KPN
• You will take responsibility for the quality of the results you deliver
• You will ensure that others accept you on the basis of your addedvalue as a professional
• You will act independently based on trust
• You will take a systematic approach towards the customer and yourcolleagues
We are looking for this behavior in our employees (2/3)Expertise: recognized professionals in communications
45
Perceivable behavior
• You are the department!
• You will operate in line with the Corporate Communications Strategy
• You will initially take the customer’s point of view in order to provide themost effective help
• You will actively contribute to the development of KPN, yourself andyour colleagues
• You will build structural contacts with colleagues and customers
We are looking for this behavior in our employees (3/3)Commitment: to KPN as well as your CC colleagues
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Team – engagement program
ObjectiveBuild better business results via a high performing team with a clearand common goal.
Strategy• Building committment: to goal and to each other
• Creating openness: trust, asking and offering support, building anenvironment where feedback is seen as a good way to grow
• Building leadership: pro-activitity, consciousness of own behaviour,responsibility to keep looking and acting on this
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How?
• Build on the 3 strategy elements and growing self awareness
• Provide consistency and peace of mind in the process
• One trainer who is known and trusted throughout the team
• Use the increased awareness to build further focus in the team (to have clear follow-up and produce concrete results)
48
Teambuilding program sessions 2008-2009
November: MT
February: Consultants
April: Project team
June: Total team • Q&A and feedback to MT• Workshops on team vision• Understanding each place in the team• Committment to vision and feedback MT
• Personal/business experiences• Communication in the team• Common appealing team vision
49
Permanent monitoring of progress
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Disciplining: CSR Governance KPN Group
Program Director:
People connected
Staff:
CommunicationsDirectorCSR managerHR manager
Program Director:
Responsibleenergy use
Program Director:
The NewWay of Working
Businessowner:
E-PlusDirector
Businessowner:
GetronicsMarketingmanager
Businessowner:
GetronicsDatacenters
Director
Businessowner:
KPN W&ODirector
Businessowner:
KPN CMInternetDirector
Businessowner:
KPN ZMMT member
Chair:
MemberExecutive
Board
Businessowner:
KPN GroupBelgiumDirector
Target SettingReviewingReporting
51
Mid term results CSR
→ 1,800 visitorsResto van Harte
→ ~7,000 senior citizens
→ 1,000 volunteers
2008 → 2009
• Employees engagement 71% → 77%
• KPN is a socially responsible company 64% → 77%
• CSR is higher on KPN’s agenda then a year ago 47% → 60%
→> 11,000 KPNersTelework enabled
→1,000 KPNers over toNew way of working
→53% Green Power
→well underway toachieve 20%reduction in 2020.
People connected
New way of working
Responsible energy use
52
MT 500 Intermediair
Other stakeholders research
Overall 08 07
ShellRabobankPhilipsKPNING GroepAholdUnileverKLM/AirFranceABNAmroDSMAkzoNobelAchmeaMicrosoftNSHeineken
231648795121116102914
231547681214917112113
1. KPN(1)2. Capgemini(2)3. Microsoft(3)4. IBM(n.b.)5. Vodafone(n.b.)
ICT&Telecom1. Philips(2)2. Shell(3)3. Rabobank(1)4. Unilever(5)5. ING(4)6. KLM(6)7. Heineken(8)8. Ahold(10)9 Politie(12)10. TNO(11)11. KPN(15)
Overall
Intermediair meet de favoriete werkgevers onder
hoogopgeleiden tot 10 jaar werkervaring
09123456789101112131415
53
Employee Engagement survey mid term 2009
KPN employees engagement: from 71 to 77%
KPN is a socially responsible company:CC 2008: 70 %CC 2009: 83 %
KPN 2008: 64 %KPN 2009: 77 %
CSR is higher on KPN’s agenda then a year ago:CC 2008: 69 %CC 2009: 77 %
KPN 2008: 47 %KPN 2009: 60 %
54
Engagement Corporate Communicatie
A lot needs to happen before I seriouslylook for another job outside KPN
Management’s decisions are in line withour care values and norms
I am proud to work for KPN
I would recommend KPN as a greatplace to work
KPN values it’s most talent employees
+29%(significant)
+25%
+19%
+18%
+17%
Highlights vs 2008
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So take care of the accountability of corporate communications
Focus
Visibility
Success
Accountability of corporate communications
More then only monitoring of results
Change way of workingClear and measurable strategySet aligned targetsUse learning loopsResult driven team
Start basic
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Dank voor je aanwezigheid!
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Hiermee maak je ook nog eens kans op mooie prijzen!
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