donderdag 20 november 2014

Modern General Management

The general manager oversees the day-to-day operation of the organization. He/she is an "entrepreneur" taking co-responsibility and ownership in fomulating the local strategy for which he/she is responsible for and is involved in the execution. He or she creates an environment to success for co-workers and facilitates them in succeeding and meeting personal- , team- and organization objectives.

The general manager needs to balance the tripod: finance, production and sales/marketing/communication. Understanding cultures, dealing with people and managing tasks, processes and goals, he/she needs to be an inspiror. Leadership style is critical to succeed with team or not...

A modern general manager, apart of being a generalist, is a good listener, inspiror and driver, capable to  delegate, coaching employees, facilitating needs. Guiding starters may require more micromanagement, but that does not mean that everything has to be chewed!


Next to that a general manager needs to oriented on what happens outside of the organization. Changing environments means changing needs which demands for continuos adaption of individuals and teams. How involved and how flexible are we? How innovative and capable to anticipating on new developments. How to prepare for "tomorows's day", the nearer future incl. scenario's to identify changes and risks!

Finally, taking in consideration all stakeholders involved and related to the organization, the GM mediates valuating all interts involved of stakeholders creating shareholdersvalue, acting as an entrepreneur and executes based on R.O.I's and Social Returns!!

dinsdag 18 november 2014

Key factor to success is social innovation!!



                          Sociale innovatie bepaalt voor een belangrijk deel het (innovatie) succes!!



Sociale innovatie omvat het ontwikkelen van nieuwe (management) vaardigheden (dynamisch managen), het hanteren van innovatieve organisatievormen (flexibel organiseren), het realiseren van hoogwaardige arbeidsrelaties (slimmer werken) en samenwerken met externe partijen (co-creatie), met als doel om het concurrentievermogen en de productiviteit teverhogen. Aan de hand van deze pijlers kunnen organisaties hun kennisbasis beter aanwenden.


De drie be├»nvloedende  factoren binnen sociale innovatie zijn de ondernemer/manager (leiderschap & samenwerken) , de organisatie (flexibiliteit & cultuur) , de medewerkers (betrokkenheid & ontwikkeling). Factoren die de ontwikkeling van sociale innovatie bepalen  zijn flexibel organiseren, dynamisch managen, slimmer werken en co-creatie. Centraal staan de ondernemer, de organisatie en medewerkers.

Meer weten hoe sociale innovatie praktisch te implementeren ter realisatie van gestelde meetbare doelen binnen afzienbare termijn? Neem dan contact op met Mario Kruysse.

(Source: SOMMOS/Adsom/RotterdamSchoolOfManagement/EIM/Panteia)