One of the key improvement points in Meyn´s 2010 engagement survey was to communicate more and to give direction as to where the company was going. As a consequence Meyn’s top management decided to go on a Vision 2015 roadshow in 2011 with all 1000 employees worldwide. MeyerMonitor became partner to co-design & create this roadshow.
The results of our partnership were substantial: strategy awareness of Meyn management and key people – the top 150 - measured at the beginning and after the roadshow increased with 20% (from 6.4 to 7.7). One of ...

In September 2011, Actelion cooperated with MeyerMonitor to organize a strategic offsite with its employees. MeyerMonitor framed and designed the flow of the day and facilitated the workshops. To have a clear starting point, strategy awareness among participating employees was measured before the event. The overall purpose of the day was to get the employees connected to the strategy and with each other. The results of the poll were discussed and evaluated during the workshop. After the workshop, every participant completed an online evaluation survey; reactions were ...

In February 2011 MeyerMonitor supported Vopak with a Global Engagement Survey.
Aim of this survey was to gain insights in the level of engagement, satisfaction, pride and retention within Vopak and to get a clear picture of what drives these scores, in order to identify areas for improvement.
All employees were also asked to give their opinion on the Vopak Leadership fundamentals and their perceived work-life balance.
 

In 2010 we have assessed Dunlop´s level of ambition and organizational capabilities to help them realize their 2012 objectives. Dunlop’s business is that of professional protective boots, offering high quality boots for professional purposes. The organization´s goal is to double their turnover in the next 2 years and become the number one in the markets of their choice. Their production facilities are situated in Raalte (NL) and Lisbon (PT).

MeyerMonitor measured Dunlop´s top 50s view on 39 organizational capabilities, shedding insight in ...

Supported by MeyerMonitor, KPN has replaced the annual “live tour” of the Board of Directors by a “virtual tour”, aimed at involving employees more in the strategy of KPN and creating more connection between the Board, management and employees. By means of online dialogue sessions for all KPN staff, a structured and constructive dialogue was set and this has lead to a more supported strategy and knowledge and insight in the barriers for strategy execution. By doing this, KPN shows that she truly lives her own positioning of “smart ...

For this hospital in England, we measured the willingness to change and the ambition of the organization. We interpreted the results in a dialogue. The organization stood at the very beginning of a considerable change process and had gone through a merger earlier that year. The top management of the organization wanted more insight into the starting points in order to launch a successful change. The outcome gave a clear image of the factors for success and failure, both on organizational capability level and department level.