cases Archief - DiCompass

Internal communications reorganisation

Schoonenberg HoorSupport

In times of reorganisations with uncertainty and incomprehension among employees, I set out the communications strategy, helped the organisation with the process of looking at a future-oriented organisation and made the translation to communications activities. These activities consisted of developing a communication strategy with core messages for internal and external audiences, content creation for various communication tools and training of managers. I switched between strategy and execution according to what could best contribute at that moment.

16 March 2019| Schoonenberg HoorSupport |

Communications activities biomass power plant

Eneco

For Eneco Energy I organised several communications activities for the concession procedure for a new biomass power plant in Utrecht (Eneco BEC Groene Weide). Examples of these activities are: development and maintenance website and the succesful organisation of an evening forum for local residents and other stakeholders.

31 October 2014| Eneco |

Develop strategic internal communications plan and plan of action organisation culture

Woonstad Rotterdam

I developed a new strategic internal communications plan for Woonstad Rotterdam to improve the internal communications structure and process. In addition I was in charge of all communications activities around the development of the new organisation strategy to engage the people in this process and the new strategy.
I also analysed the current state of the organisation culture. Based on this analysis I developed a plan of action, which helps Woonstad Rotterdam to improve the culture.

31 October 2014| Woonstad Rotterdam |

Structuring Cooperative, Communications & Marketing department

Rabobank Amerstreek

For this assignment at Rabobank Amerstreek I succeeded in bringing structure to the team, create an entrepreneurial and proactive team spirit and advanced the cooperation between the team members. In a difficult situation I swiftly set the direction and subsequently ensured the team members became involved in this new direction.

21 November 2014| Rabobank |

Position of the Marketing, Communication & Cooperation activities in the organisation

Rabobank West-Brabant Noord

This assignment is done at Rabobank West-Brabant Noord. Next to bringing structure to the team and managing and coaching the employees, the discussion took place whether the activities had to be organised centrally or decentralised. For this the ist and soll situations were analysed and the necessary steps to get from ist to soll were determined. The ist situation consisted of an analysis of the tasks, activities and problems. Soll indicated the best way of supporting the organisation from a Marketing, Communication and Cooperation’s perspective. Based on this analysis I advised the Board of Directors about the place of the Marketing, Communications and Cooperation activities in the organisation. After several constructive discussions the Board of Directors accepted my advise.

21 November 2014| Rabobank |

Start embedding Corporate Values

ING Bank

The division Operations & IT Banking at ING was dealing with a very large transformation programme. In order to make the necessary behavioural changes possible in this division of 11,000 employees, there was a strong need for one common starting point: the corporate values of ING OIB. The values were determined by the Executive Team. I started a programme to embed these values in the organisation.
For this I set up a project board and project team. And to ensure that all activities were in line with the needs of the organisation, a sounding board was set up as well. All departments were represented in the sounding board. Each quarter a number of activities were determined and rolled out to embed the corporate values. After a successful start and three months later, this project was handed over to a permanent employee of the Communications department.

21 November 2014| ING |

Change Management programme Proactive behaviour

Ernst & Young Nederland

At Ernst & Young Netherlands I was the Programme Manager of the Change Management programme Proactive behaviour. This was one of the programmes set up to embed the Values Statement of Ernst & Young. Research showed that both clients and Ernst & Young-people thought that the organisation had to act more proactively. And proactive behaviour was one of the items in the Values Statement. The Change Management programme which was developed consisted of items such as: development of a film, awareness sessions, intensive Communications programme, by means of Q-sort (TDF/Q-research) trace the needs and priorities the organisation has in order to be able to make the necessary changes in behaviour possible, and embed these in HR processes and systems.