Marlies Ledegang - de Ruiter
Marlies has been with MeyerMonitor since 2006. Her core responsibility is to ensure qualitative data from surveys. Managing and coaching data analysts are a way to fulfill this responsibility. M...
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MeyerMonitor is een innovatieve en ambitieuze consultancy organisatie met als focus het realiseren en innoveren van strategisch dialoog. Strategische dialoog is het continue proces van live en online interacties tussen (top)management en medewerkers over strategische thema’s met als doel het optimaliseren van de strategische slagkracht. Het creëren van inzicht in strategiebewustzijn, betrokkenheid en/of organisatievaardigheden is een startpunt voor strategische dialoog.
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If you do not know where to go, you will not get there…Our definition of strategy is rather pragmatic: it is about why the organization exists (present), where it wants to go (future) and how it wants to get there (path). To ensure that people can contribute to the strategy it should be known. Besides the fact that strategically aware organizations have a higher return, it is much more engaging (and fun) for most people to know what their daily actions contribute to.
Since 2008 City of The Hague works together with MeyerMonitor to measure people engagement of its 4000 employees. Every year the organization chooses a different focus theme to develop the organization further, e.g. in 2008 the theme was “engagement”, in 2010 “leadership” and in 2011 “open & direct”. The periodical Engagement Monitor run by MeyerMonitor is a key moment to monitor, measure and manage the impact of initiatives taken around the yearly development theme. MeyerMonitor facilitates the City of The Hague to focus its ...
KPN is the leading telecommunications and ICT service provider in The Netherlands. On a yearly bases KPN organizes a tour of townhall meetings: Board of Directors in connection with employees. The Board informs employees about KPN’s strategy and invests in improving the connection with employees.
In 2009 MeyerMonitor introduced a new unique way of the event: the virtual tour; an organizational wide 48-hours online strategy event. During this event, employees could discuss various strategic topics with their Board and colleagues. One boardmember would be ...
Wessanen, one of the leading companies in the organic food market in Europe, and MeyerMonitor have been working together for 4 years. Key objective of the partnership has always been to increase connectivity within the organization and activate the organization towards its mission: “Our organic food, your natural choice”.
Aligned with its 4 C model, MeyerMonitor has conducted organizational surveys over the last 4 years around strategy awareness, people engagement, organizational capability and leadership competence. For more information, see ...
Theodoor Gilissen, one of the leading private banks in The Netherlands, has conducted its follow-up people & culture scan in 2012. Like many financial service companies, Theodoor Gilissen has started the process of adapting its service proposition to its clients in the aftermath of the financial crisis in 2009. One of the key challenges to manifest the desired changes in its proposition towards clients is to change organizational capabilities and culture.
[Dutch column] Crowd-sourcing, peer recommendation en cross fertilization naar binnen halen (door: Katharina Schmidt)read more...
Hoe een maatschappelijke trend buiten de bestuurskamers blijft...
Online platforms zijn voor iedereen toegankelijk en we zijn in Nederland koploper in Europa. Meer dan de helft van mensen onder de 60 jaar zit op een van de grote social media platforms, zoals Facebook of Twitter, maar één op de 10 bestuurders communiceert met de mensen in zijn/haar organisatie online.
Who is MeyerMonitor?
MeyerMonitor helps her clients to structure and facilitate this dialogue and to integrate live and online interactions.
Research shows that organizations with a higher overall strategy awareness generate up to 30% higher returns than organizations with lower strategy awareness.
We believe that organizations lay the foundation for sustainable success by increasing self-insight and engagement. Our (online) research- and dialogue tools enable professional and complex organizations to increase insight in their own status quo. With these insights management can engage a dialogue around the right priorities with a large group of people. The result of this dialogue process is increased commitment and commonly validated priorities. With more than 10 years of experience we have built up the right expertise to facilitate top management to initiate an effective dialogue.
The annual rituals around the financial results are about successes in the past! Our dialogue process ensures insight in the preconditions for future success. How do you measure the non-financial fitness of your organization?
Most organizations experience a gap between strategy and execution! How do you mobilize the collective knowledge of your organization effectively? How do you moderate an ongoing dialogue with your key people? How do you provide transparency to your people around the 4 Cs for sustainable success?
In the past, many of our clients have been too dependent on external consultants to drive implementation of their strategy! The consequence is little commitment and lagging speed of execution. We believe organizations need to take ownership of their own implementation processes and our tools help them to do so!