the
CUSTOMER CONNECTION 23 februari 2005 Prof. dr ing. T.W. Hardjono
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
1.
Paradigma’s in kwaliteitsland Filosofische achtergronden
2.
De Europese benadering
3.
Vermogensvermeerdering/ competentie vergroting
4.
Samenhang
1.
Paradigma in kwaliteitsland Filosofische achtergronden
2.
De Europese benadering
3.
Vermogensvermeerdering/ competentie vergroting
4.
Samenhang
SqEME® Methodology
Looking through four windows Constitution
Chemistry
Construct
Control
SqEME® Looking through four windows
Religion/philosofy Concept of man Ethics Business model Mission & vision Policy &Strategy
Construct
Chemistry
Constitution
Control
ng i h c a re
e h t
e s es
e c n
1.
Paradigma in kwaliteitsland Filosofische achtergronden
2.
De Europese benadering
3.
Vermogensvermeerdering/ competentie vergroting
4.
Samenhang
Rijnlands versus Angelsaksisch denken
European vision on quality
Levinas Inclusief denken Boerwinkel
Rijnlands versus Angelsaksisch denken
European vision on quality
Levinas Inclusief denken Boerwinkel
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.
Rijnlands versus Angelsaksisch denken
European vision on quality
Levinas Inclusief denken Boerwinkel
Harvesting diversity
Search for the basic (simple) rules
Development of a new vocabulary
Rijnlands versus Angelsaksisch denken
European vision on quality
Levinas Inclusief denken Boerwinkel
Ik ben verantwoordelijk voor het gedrag van de ander
Rijnlands versus Angelsaksisch denken
European vision on quality
Levinas Inclusief denken Boerwinkel
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
Inclusief denken How can I make a bug out of you? versus Kan ik u van dienst zijn?
Inclusief denken Zich ervoor hoeden zichzelf als mens superieur te achten boven en self-richteousness vermijden 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 ……. Het vermijden van oorlog en strijd als metafoor en gebruik van daarvan afgeleid jargon 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 Feitse Boerwinkel
1.
Paradigma in kwaliteitsland Filosofische achtergronden
2.
De Europese benadering
3.
Vermogensvermeerdering/ competentie vergroting
4.
Samenhang
SqEME® Looking through four windows Constitution
Chemistry What makes it tick Organisations as complex systems full of paradoxes and dilemmas
Construct
Control
h g ou r t k ea r b
SqEME® Looking through four windows Chemistry
Construct Structures Procedures Tasks/responsibilities Awardingsystems ….
Control
Constitution
n o c
s u o u tin
ov r p m i
t n e m e
SqEME® Looking through four windows
Construct
Constitution
Chemistry Control
Auditing certification Budgetting/fin. Adm. Businessplanning Knowledge management/ learning organisations
l o r t n o c
1.
Paradigma in kwaliteitsland Filosofische achtergronden
2.
De Europese benadering
3.
Vermogensvermeerdering/ competentie vergroting
4.
Samenhang
Available tools
Development in Quality Management Quality of society Quality of business chains Quality of the (organisational) system Quality of the process
Quality of products
Degree of complexity
Ciba-Geigy Lippuner Hahn
Vallance De Soet
Lorentz
Fahrni Eckert
Agnelli
De Benedetti V.d. Klugt Morf
Dassault Dassault
Checolux Scharp
Lévy
EFQM Business Excellence Model
EFQM
1.
Paradigma in kwaliteitsland Filosofische achtergronden
2.
De Europese benadering
3.
Vermogensvermeerdering/ competentie vergroting
4.
Samenhang
Materieel vermogen
Materieel vermogen
Materieel vermogen
Materieel vermogen
Externe oriëntatie
Materieel vermogen
Interne oriëntatie
Oriëntatie op beheersing
Externe oriëntatie
Materieel vermogen
Oriëntatie op verandering
Interne oriëntatie
Oriëntatie op beheersing Effectiviteit
Marktgerichtheid
Externe oriëntatie
Interne oriëntatie
Oriëntatie op verandering
The Four Phase Model© the model indicates four marketing strategy or environmental circumstances for an organisation:
1. 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 EFFECTIVE
Oriëntatie op beheersing Effectiviteit
Efficiency
Marktgerichtheid
Produktiviteitsverbetering
Externe oriëntatie
Interne oriëntatie
Oriëntatie op verandering
The Four Phase Model© the model indicates four marketing strategy or environmental circumstances for an organisation:
2. 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 EFFICIENT
Oriëntatie op beheersing Effectiviteit
Efficiency
Marktgerichtheid
Produktiviteitsverbetering
Externe oriëntatie
Interne oriëntatie
Lenigheid
Flexibiliteit Oriëntatie op verandering
The Four Phase Model© the model indicates four marketing strategy or environmental circumstances for an organisation:
3. 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 FlEXIBLE
Oriëntatie op beheersing Effectiviteit
Efficiency
Marktgerichtheid
Produktiviteitsverbetering
Externe oriëntatie
Interne oriëntatie
Innovativiteit
Lenigheid
Creativiteit
Flexibiliteit Oriëntatie op verandering
The Four Phase Model© the model indicates four marketing strategy or environmental circumstances for an organisation:
4. 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 CREATIVE
THE INTERVENTIONS IN THE FOUR PHASE MODEL© Rigidity
Marketing myopia
cu ta bl di e r m ec pl ar an t io ke s n ts tu ha rn re ov er
Focus on control Effectiveness
Efficiency Explaining and predict
Structuring
Ex e
Regulating
Yielding
producing
Creativity
Generating demand
External focus
Anticipating on social environment Anticipating on technical, social on political developments
Over sensitivity
Internal focus
Flexibility
Focus on change Chaos
Inertia
EFFICTIVENESS AS A STRATEGIC STARTING POINT Rigidity Segregation
Focus on control
(middle) management Effectiveness responsibility
Over sensitivity
Efficiency
Internal focus
External focus
Creativity
Top responsibility
Flexibility Focus on change
Shop floor responsibility direction
Effective driven Leadership style:
telling
Selling processes:
dominant
Most vulnerable competence: Decision-making: Mentality:
commercial
centralized profit/success driven
Market and product/feature innovation favourable
THE INTERVENTIONS IN THE FOUR PHASE MODEL© Development of social system
Development of knowledge
Attracting financial means
Rigidity
External focus
Re-evaluate means Recognise change Generate ideas Evaluate Creativity
h Be
io v a
Efficiency Selfresearch
Over sensitivity
Re W all or oc So k m ata lid eth ble ar ity ods me a
Effectiveness
ns
Focus on control
Internal s focus m or n al r u
Inertia
Flexibility
Focus on change
Anarchy Chaos
FLEXIBILITY AS A STRATEGIC STARTING POINT Rigidity Segregation
Focus on control
Effectiveness
Over sensitivity
Bureaucracy Efficiency
Internal focus
External focus
Creativity
Flexibility
Focus on change Amateurism
Anarchy Chaos
Inertia
Flexibility driven Leadership style:
participating
Process redesign:
dominant
Most vulnerable competance:
socialisation
Decision-making:
decentralized
Mentality:
community driven
Innovation of services, social systems, information technology and networks most favourable
EFFICIENCY AS A STRATEGIC STARTING POINT Rigidity Segregation
Focus on control
Efficiency
Effectiveness
Over sensitivity
Bureaucracy
Internal focus
External focus
Creativity Amateurism
Flexibility Focus on change Chaos
Anarchy
Inertia
Efficiency driven Leadership style:
negotiating
Production processes:
dominant
Most vulnerable competence:
material
Decision-making:
iterative
Mentality:
compliance driven
Innovation of technology and production processes (cost reduction) most favourable
CREATIVITY AS A STRATEGIC STARTING POINT Rigidity Segregation
Focus on control
Effectiveness
Over sensitivity
Efficiency
Internal focus
External focus
Creativity Amateurism
Bureaucracy
Flexibility Focus on change Anarchy Chaos
Inertia
Creativity driven Leadership style:
coaching
Learning processes:
dominant
Most vulnerable competence:
intellectual
Decision-making:
convincing
Mentality:
innovation driven
Fundamental breakthroughs favourable
Balanced scorecard Rigidity Segregation
Focus on control
et k ar -m tive r e ec m p to ers s Cu p
Effectiveness
Over sensitivity
Bureaucracy
pe Fin rs an pe ci ct a l iv e
Efficiency
Internal focus
External focus n io g at i n ov rn n a In le &
o pr
es s s ce
Creativity
Flexibility Focus on change
Amateurism
Anarchy Chaos
Inertia
1.
Paradigma in kwaliteitsland Filosofische achtergronden
2.
De Europese benadering
3.
Vermogensvermeerdering/ competentie vergroting
4.
Samenhang
Strategic Four Phase Sustainability Model ©Scan Constitution • Values • Identity • Mission • Vision
• • • •
Chemistry Energy Flow Relationships Communication
EFQM Business Excellence Model Sustainability Assessment Construct • Leading • Planning • Procedures • Action
Framing
Alignment
Control • Guidelines • Perform. criteria • Monitoring • Reporting
Deployment Balanced Scorecards
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
