Bilthoven, June 21st, 2012 1brownpapercompany.com/images/nl/downloads/BPC_Mission_20120… ·...
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Bilthoven, June 21st, 2012 1
Transcript of Bilthoven, June 21st, 2012 1brownpapercompany.com/images/nl/downloads/BPC_Mission_20120… ·...
Bilthoven, June 21st, 2012 1
In many organizations a substantial untapped potential can be collected
based on aligning the existing configuration within the organization like
processes, machinery, information, ICT and most important attitude and
behaviour in an efficient and effective manner
In our vision……
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Our mission is to…..
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work with as many organizations as possible to develop a passionate,
effective and efficient organization together with all employees and
sustainably collect the untapped potential
… and be the best in doing so!
Bilthoven, June 21st, 2012
Our strategy is…..
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to grow through an active approach of the market with our vision, commit
and develop the best consultants in the market, continuously improve our
methodology, proven by results that matter, be accountable on these
results and thus create references …
…acting without any concessions to our standards!
Bilthoven, June 21st, 2012
All employees, alle levels
“Way of working” The Brown Paper Company
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The start:
Create a common,
unambiguous platform:
DNA
Develop & Challenge
both teams and individuals
Train
Everyone speaks the same language on the common
platform; training, developing and challenging will be
conducted in an efficient and effective way.
People have the right skillset and
competences:
• Training knowledge, competences
To realize the maximum benefit from
employees, empowering them:
• Coach & accompany them on attitude and
behaviour
• Developing leadership
• Management development
Addressing the challenge with an integral approach based on a common
DNA will eventually lead to the aspired culture and associated results
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Mechanical side:
• Vision, mission and strategy
• Products / services vs. customer pain
• Processes and documents
• IT Systems (ERP, CRM)
• Management information and Management
Control Cycle
• Directors, managers and shop floor
• Targets and no-concession-sheet
• Connections to other departments
• In sales: SalesArt
Soft side:
• Attitude and behaviour
• Culture
• Mindset
• Challenging management
• Management skills
• One language
• In sales: sales skills
•
The organisational DNA assures that the organization knows Why, How and
What to do. Employees are aware why they work for this organization, clearly
recognizable for its customers. This will be a unique selling point for the
organization, containing:
In many organizations pieces of the puzzle are missing, in
other organizations the puzzle hasn’t been submitted yet
Do you already have a common organizational DNA?
Key: a common platform, the DNA of every
organization
Bilthoven, June 21st, 2012
Apprach: four phases towards results
In 4 phases to sustainable results:
Phase 1: key for highest sense of urgency and commitment on all levels
Phase 2: necessary to create commitment on the common platform (solution direction and business case)
Phase 3: implementation, getting things started, this is where the biggest change takes place
Phase 4: assuring ownership, and accompany to the next level
Phase 1
Sense of Urgency
the case for change
Phase 2
Creation: common
platform: “the new
reality”
Appr. 2-4 weeks
Appr. 2-4 weeks
Phase 3
Implementation:
intensive
Accompaniment
Phase 4
Assurance: accompany
to the next level
Appr. 4 months
Appr. 8 months
Project management
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Mechanical side:
• Vision, mission and strategy
• Products / services vs. customer pain
• Processes and documents
• IT Systems (ERP, CRM)
• Management information and Management Control Cycle
• Directors, managers and shop floor
• Targets and no-concession-sheet
• Connections to other departments
• In sales: SalesArt
•
Soft side:
• Attitude and behaviour
• Culture
• Mindset
• Challenging management
• Management skills
• One language
• In sales: sales skills
Measuring progress and management of the new
organizational DNA
Operational
KPIs
SIS
(temporarily)
Change –
indicators
When change-indicators start to improve, operational results will follow within 2 months
Bilthoven, June 21st, 2012
Key to success: define and assure aspired culture
The aspired culture needs to be
designed, developed and assured
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Kernwaarden van de organisatie De ultieme meeting
Voorbeeld gewenste cultuur definitie Voorbeeld karakteristieken
Vernieuwend, onderscheidendInspirerend
Open & directElkaar aanspreken
LeergierigMaximaal leren
ProfessioneelKort en krachtig
GedrevenUitdagen
KlantgerichtGeen consessies aan kwaliteit
OndernemendActiegericht
SociaalIedereen doet mee
FunFun
No. 1 2 3 4 5 6 7 8 9
Weeknr / Datum WK18 WK19 WK20 WK21 WK22 WK23 WK24 WK25 WK26
Criteriamax
scorescore score score score score score score score score
1Iedereen is maximaal geinspireerd door nieuwe ideeen, inzichten en
initiatieven10 2 2 3 3 3 4 4 4 4
2Iedereen grijpt in, houdt niets achter, en bevraagt elkaar echt door tot de
kern10 2 3 3 4 2 4 5 5 5
3Iedereen is echt geholpen en beter gemaakt
10 2 3 3 3 4 4 4 6 6
4Iedereen is maximaal uitgedaagd
10 2 5 5 5 6 7 8 8 8
5 We werken toe naar concrete leerpunten en acties, of parkeren de discussie 10 2 2 2 2 2 2 2 2 2
6Niemand zit op de bagagedrager, iedereen doet constructief mee
10 2 2 4 4 6 6 6 7 7
7 Deze meeting is een feest om naar toe te gaan 10 0 1 1 3 3 3 3 6 6
Totaal 70 12 18 21 24 26 30 32 38 38
Score 100% 17% 26% 30% 34% 37% 43% 46% 54% 54%Sales meeting - team 1
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
(1)
WK
18
(2)
WK
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(3)
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WK
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(5)
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(6)
WK
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(7)
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(8)
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(9)
WK
26
(10
) W
K2
7
(11
) W
K2
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(12
) W
K2
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(13
) W
K3
0
(14
) W
K3
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(15
) W
K3
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) W
K3
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) W
K3
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) W
K3
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) W
K3
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(20
) W
K3
7
Sales meeting - team 1
Plan
Bilthoven, June 21st, 2012
USPs of The Brown Paper Company
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Competent dedicated professionals
Serious interest for operations / operational issues
Focus on integral improvement process (both mechanics and soft side)
Our approach is flexible, adapting to your unique situation / environment
Bottom up approach; focus on “change from within”, attitude and behaviour
Monthly reports on behavioural change (change-indicators) and operational results (KPIs)
Partial result based remuneration, ROI >300%, project maximum 12-14 months
We will not leave before results show!
From our own experience we know a new strategy nor ICT are
needed to sustainably realise the untapped potential!
Bilthoven, June 21st, 2012
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Results for our customers 1999 - 2011
Total in sales, back offices, production & maintenance projects
In 13 years time: > € 1000 million additional turnover realised for our customers!
Bilthoven, June 21st, 2012
1000
800
700
600
500
400
300
200
100
0
Additional turnover realised
with our customers
99 00 01 02 03 04 05 06 07 08 09 10 11
x €1.000.000
Cost savings realised
with our customers
x €1.000.000
120
100
80
60
40
20
0
99 00 01 02 03 04 05 06 07 08 09 10 11
The Brown Paper Company
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Founded in 1999
> 40 fully committed, well trained, passionate professionals
> 175 projects successfully delivered
Specialist in:
Commercial department: sales and account management
Back-offices
Production & maintenance
References:
Management books:
Bilthoven, June 21st, 2012
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Bilthoven, 9 november 2011
The Brown Paper Company Acknowledgement:
no. 14 best consulting firm in The Netherlands
Bilthoven, June 21st, 2012
The Brown Paper Company
Passion, structure, results! Over 11 years of shared passion with our customers
For sustainable performance improvement!
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+22% revenue, -28% cost, -40% completion time,
+ 18% margin
When will you assure the untapped potential
within your organization?
Bilthoven, June 21st, 2012
Contact
The Brown Paper Company
Berg en Bosch
Professor Bronkhorstlaan 10 / Gebouw 92
3723 MB Bilthoven
T +31 30 – 22 90 838
I www.brownpapercompany.nl
Wessel Berkman [email protected] +31 6 54 93 56 71
Erwin Schwartz [email protected] +31 6 53 74 79 51
Marcel van der Schaaff [email protected] +31 6 53 97 08 64
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Attachments
Our unique integrated platform
Our position in the marketplace
Examples of tools in projects
Our value added remuneration
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Competitors in the market and their core-business
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Alle medewerkers
ongeacht functie
The start:
Create a common,
unambiguous platform - Eiffel
- Celerant
- Proudfoot
- Pentascope
Develop & Challenge
both teams and individuals - &samhoud
- Van Spaendonck
- Vergouwen overduin
- De Baak
Train - Krauthammer
- Schouten en Nelissen
- Franklin Covey
- Vergouwen
- ISA
- GITP
Strategy: - Mc Kinsey
- Berenschot
- BCG
- Boer & Croon
- Turner
ICT: - Accenture
- HP
- IBM
- CapGemini
Audit en assurance: - Ernst en Young
- PWC
- Deloitte
- KPMG
Bilthoven, June 21st, 2012
Addressing the challenge with an integral approach based on a common
DNA will eventually lead to the aspired culture and associated results
Competitors in the market and their core-business
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Board
Strategy
Middle
Management
Team leader
Execution
Mc Kinsey
Berenschot
BCG
Boer & Croon
Turner
VODW
Celerant
Eiffel
Proudfoot
Pentascope
& Samhoud
De Baak Van Spaendonck
Krauthammer
Schouten & Nelissen
Mercuri International
Kenneth Smith
ISA
GITP Accenture
Ordina
Getronics
PWC
Deloitte
Ernst en Young
KPMG
Coaching Training Processes , mgt info System Outsourcing
Organic and management Mechanical
Bilthoven, June 21st, 2012
Competitors in the market and their core-business
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Mc Kinsey
Berenschot
BCG
Boer & Croon
Turner
VODW
Celerant
Eiffel
Proudfoot
Pentascope
& Samhoud
De Baak Van Spaendonck
Krauthammer
Schouten & Nelissen
Mercuri International
Kenneth Smith
ISA
GITP Accenture
Ordina
Getronics
PWC
Deloitte
Ernst en Young
KPMG
Bilthoven, June 21st, 2012
Board
Strategy
Middle
Management
Team leader
Execution
Coaching Training Processes , mgt info System Outsourcing
Organic and management Mechanical
Addressing the challenge with an integral approach based on a common
DNA will eventually lead to the aspired culture and associated results
Different ways of implementation…..
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Mc Kinsey
Berenschot
BCG
Boer & Croon
Turner
VODW
Celerant
Eiffel
Proudfoot
Pentascope
& Samhoud
De Baak Van
Spaendonck Krauthammer
Schouten &
Nelissen
ISA
GITP
Accenture
Ordina
Getronics
PWC
Deloitte
Ernst en
Young
KPMG
Traditionally: Top Down
Bottom Up with top down
mandate
Involving people at all levels within the organisation, especially at the shop floor, empowers
the organisation to built on an effective and efficient organisation in a sustainable matter.
Bilthoven, June 21st, 2012
Board
Strategy
Middle
Management
Teamleader
Execution
Coaching Training Processes , mgt info System
Outsourcing
Organic and management Mechanical
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Sales Improvement
Type of projects within commercial departments:
Increase new clients entry
Increase lead generation with an improved lead quality
Increase time available for commercial activity
Increase conversion rates
Challenging sales management
Improve Cross- and up-sell
Deal size-optimisation
Portfolio-optimisation
Lower (costly) churn and improve staff-application
Improve link with marketing & product-development
Proactive attitude of employees
Consultative selling / Sales Art
Sales pitch and mindset
Sales-skill set
Short interval funnel management
CRM (re-) implementation
Strategic management of DMU
Bilthoven, June 21st, 2012
1000
800
700
600
500
400
300
200
100
0
Additional turnover realised
with our customers
99 00 01 02 03 04 05 06 07 08 09 10 11
x €1.000.000
Sales Improvement: a specialty!
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Optimizing logistics, manufacturing and
maintenance: a specialty!
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Production & logistics:
Applying Lean / Kaizen, 6sigma, 5S , SMED
Optimising OEE, meantime between failure
(MTBF), meantime to repair (MTTR), waste,
scrap
From fire-fighting to preventive / predictive
maintenance, including sustaining results
through FMEA (Failure Mode Effect Analysis)
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Tangible results in efficiency improvement
Efficiency improving projects by:
Proactive attitude of employees
Higher productivity: unambiguous efficient and effective
processes, documents and management
applying lean, 6sigma, 5S, Kaizens TOC, OTIF, FTR
Enhanced quality
Lower (costly) churn and improve staff-application
Optimisation of planning
Short-interval management
Direct customercontact, First Time Right
Within manufacturing sites including maintenance and logistics:
OEE, MTBF, MTTR
Less rework, waste, stand-still
Optimising forecast, reduced stock
Optimising shopfloor lay-out and safety
Optimisation of supply chain
Efficient, effective and pro-active maintenance
Bilthoven, June 21st, 2012
Cost savings realised
with our customers
x €1.000.000
120
100
80
60
40
20
0
99 00 01 02 03 04 05 06 07 08 09 10 11
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Mechanical side:
• Vision, mission and strategy
• Products / services vs. customer pain
• Processes and documents
• IT Systems (ERP, CRM)
• Management information and Management Control Cycle
• Directors, managers and shop floor
• Targets and no-concession-sheet
• Connections to other departments
• In sales: SalesArt
•
Soft side:
• Attitude and behaviour
• Culture
• Mindset
• Challenging management
• Management skills
• One language
• In sales: sales skills
Measuring progress and management of the new
organizational DNA
Operational
KPIs
SIS
(temporarily)
Change –
indicators
When change-indicators start to improve, operational results will follow within 2 months
Bilthoven, June 21st, 2012
Business Case driven:
Your result, our remuneration fixed and variable
Start phase 3
1 year
Out of pocket (within 1/3 of project time)
Break even (Within 50% of projecttime)
margin additional turnover
Fixed and result- based remuneration
ROI project: minimum 300%
Project profit
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We will not leave before results show
Bilthoven, June 21st, 2012
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