business case - people
In over 20 years I had the privilege to engage in all
kinds of strategic or tactical planning and decisions making of these
plans. Some really appealed my imagination. Nevertheless through experience, I have come to
understand that a plan is only the beginning. No matter how thoughtfull, panned in and colorfull, we human beings make the difference between failure and success!
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For me, this means that making choices to create the right team – in line with what an organization can handle at that moment in time - plays a key role in the starting phase of an interim management assignment. Just like continues attention as providing confidence to people and teams during the transition or collaboration.
business case - cultures (e.g. M&A)
For a company with a buy & build strategy, it is important as director to integrate the acquired companies successfully and give attention to the desired return on the investment. By opting for a management model in which the responsibilities remained within the scope of companie executives, organic growth remained above 10%. In the meantime a group of companies arose with over 3,400 people within three years finalizing this project by becoming part of an large international organization. To me a remarkable journey which made me proud. I was honoured to receive an extraordinary trophy, including a very personal appreciation to underline this success.
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business case - customer intimacy
One of my assignments was to merge four regional
operating teams in to one national organization and simultaneously increase
customer intimacy allong the way.
I succeeded by choosing an approach with new job profile
structures, a different way of smart automated information processing and
training of employees. With the following results in addition;
reducing unwanted resignations;
absenteeism due to illness, reduced to one of the lowest in this company;
Net Promoter Score within ten months above nine. Which was the highest within the entire group.