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Ideamanagement.nl Rene Blok (Holland) Hans Michielsen (Norway) Ideamanagement is life

www.Ideamanagement.nl Rene Blok (Holland) Hans Michielsen (Norway) Ideamanagement is life The rest details. www. Ideamanagement .nl. It ain’t Much if it a in’t Dutch. Ren é Blok/Hans Michielsen. ptt telecom. Start:. 1981 René Blok start bij Centrale Ideeënbus PTT

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Ideamanagement.nl Rene Blok (Holland) Hans Michielsen (Norway) Ideamanagement is life

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  1. www.Ideamanagement.nl Rene Blok (Holland) Hans Michielsen (Norway) Ideamanagement is life The rest details....

  2. www.Ideamanagement.nl It ain’t Much if it ain’t Dutch RenéBlok/Hans Michielsen

  3. . . . . . ptt telecom Start: 1981 René Blok start bij Centrale Ideeënbus PTT 100.000 medewerkers slechts 1000 ideeën per jaar Ideeëncommissie 1 maal per maand bijeen Uitgebreid Ideeëenbus-reglement (boekwerk) Looptijd 20 weken gemiddeld (verjaardagskaart) Geen besparingen en een zeer stoffig imago 1991 Systeem sterk vereenvoudigd. Ideeënkaarten verdwijnen, Ideeformulier nog maar 4 vragen CANDY / / CASH

  4. TIME FOR A CHANGE: 1993 Telecom Idea Management (TIM) bedacht Simpele Spelregels Boter bij de vis (10%) Beloning voor Implementatie Feestje op de werkvloer Alle beloningen in Personeelsblad Elk idee krijgt een Incentive Rodin-logo 5500 ideeën 10 miljoen besparing 7 weken behandeltijd gemiddeld www.ideamanagement.nl

  5. Centerfold in company’s anual report

  6. Booming Business: 1997 – 1999 Ideesysteem naar unit Kwaliteit Ideamanagers worden aangesteld Introductie 24/7 Posters ondersteunen TIM 5000 ideeën per jaar gemiddeld 50 miljoen gulden besparing Behandeltijd 6 weken Blikken Drop een hit TIM centerfold in KPN NU

  7. Best Practice: 2000 TIM gekozen Best Practice door Universiteit Nijenrode Benchmarken vaste prik (2/3 bedrijven per week) TIM organiseert samen met Ideeëncentrum het eerste internationale Ideeëncongres in Nederland (Kijkduin) www.goldenideas.nl 150 bedrijven aanwezig Wie was de CEO van KPN en waarom is dit van belang??? Besparing 100 miljoen!!!! (absoluut record)

  8. The other side: 2001 TIM ontvangt de creativiteitsprijs Nederland KPN koopt UMTS Frequenties (net zoiets als Prepaid) Andere CEO stopt Ideamanagement in de lijn KPN stopt derhalve met Ideamanagement Rene Blok verlaat KPN na 20 jaar en start samen met Hans Michielsen www.ideamanagement.nl • September 11th World Trade Center R E M E M B E R Every negative experience, complain or problem, gives need for ideas. Make it a challenge !!! www.ideamanagement.nl

  9. It's a whole new ballgame 2002 25 presentaties, mooiverhaal, nice suit, maar geenopdrachten 20/20 vision 20 hours at Content Mintblaadjes & HaagseHopjes Nieuw Logo, Simpelespelregels, 24/7, smartphone Geenuitzonderingsgebieden 500 medewerkers en 100 ideeen 1e ideegraaikasten (25.000 euro besparing) 30% overname Been there, done that!!!!

  10. PILOT: 2003 Trigger IdeeënbusAchterhaald (Management Team) Thema’s in de maandmei Perfecte Software via SWH Automatisering Meten is weten Creativiteit & Innovatieeen must (hype) www.ideamanagement.nl

  11. 2004 – 2006www.ideamanagement.nlontvangtInnovatieprijstijdvoorCreativiteitInzendersmogenbesteideepresenteren Auditorium(Ren je Rot) Hoofdprijs is reisnaarSillicon ValleyBallonvaart, Parachute sprongoverigeprijzen150 suggestiesgemiddeld per jaar, 25% overgenomen, besparing circa 10.000 euro besparingRené Blok neemtplaats in bestuurIdeeencentrumHans Michielsen start Rentabrain in Noorwegen www.ideamanagement.nl

  12. 2007 - 2010 • IDEE op The Hague WEB (100.000 abonnementen) • TijdvoorDuurzaamheid • Hoofdprijstrein- en bootreis Texel plus Tandem voor 2 dagenvoor 2 personen, DuurzameGreenboxenoverigeprijzen • Workshop Ideamanagment(100 ideeën in eenuur) • Artikel in Facto Magazine omtrentIdeamanagement • Workshops in Liverpool, Parijs, Stockholm en Oslo

  13. 2009/2010Workshops IdeamanagementBooming BusinessTenceRijkswaterstaatBelastingdienstCity of The HagueCity of OsloOctrooicentrumIdeacenterRHHAG

  14. It's a long road from mentality to behaviour

  15. Masterplan goal: The city of Oslo will be among to most innovative capitals in Europe, allowing space for creativity and creation of value. to accomplish this we have to change……

  16. Scenarios of changes

  17. You have to stimulate change. In that way you: 1) Use the ultimate potencial of every employee 2) Motivate and challenge everyone to become part of ”developing the company” 3) Increase productivity and quality. Stimulate to find a faster,better, smarter and more joyful ways of working 4) Improve the psycho-social work environment 5) Create an extra communication line in the company

  18. SPONTANIOUS INPUT PLANNED INPUT EKSTERNAL PROJECTS INTERNAL PROJECTS Recognition from MANAGEMENT Implementation RUTINES Progressive Culture From idea to change ... The ability of being open to change New activities Cross functional projects ▲COMPANY CULTURE Encouridgement, expectations and campagnes for change Improvements, more efficienty, new products/ Services. ▲PRODUCTIVITY ▲RECRUTEMENT ▼TURN-OVER

  19. Quantity vs Quality BRAINWRITING SESION SELECTION IMPLEMENTATION 1/25 Suggestions Approved Total number of suggestions Nuggets of gold 4% 1/5 Suggestions rejected 4/5 4/25 Good Proposals* * to be tried & verified

  20. The workshop as a tool with a scandinavian approach….. remember the last time you were impressed……???

  21. 4 workshop rules and 1 law • You are always in the right group!!!! • You participate because your interested!!!! • You are invited to give your contributions!!!! (the group need your opinions) • Sharing experiences is a major value in the group!!!! Sharing is caring!!!! THE LAW NO - yes….but……..

  22. Solution focused change (SFC): • For individuals – scale approach • For groups – the utopia approach • “My excellent result” • The exception question • The eight fundamentals for SFC • 2 days workshop with active contributions from the employees Satisfaction garanteed No cure – No pay

  23. STAIRFUNCTION OF CHANGE Positive Behaviour More recognition Better solutions More Creativity Applicants with high competence Better reputation Better service/product Better environment (social) Åpen approach to change

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