big change agency corporate profile indo
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EMPOWERING BUSINESS. Purpose | Performance | Profit | People Is it the decision to improve, or the thinking and communication the organization shares to create the progress together? What are the core principles that when followed, measured and standardised, enable businesses to excel and profit year after year? Develop your BIG Change.TRANSCRIPT
EMPOWERING BUSINESS
PurPose | Performance | Profit | PeoPle
WHY CHANGE?
PROBLEMS WE SOLVE + CHALLENGES WE MEET
VALUE + SERVICE
WHO IS THIS FOR?
CONTACT US
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bigchangeagency.com 3
This presents opportunities only
to those willing to accept the
challenges and responsibility
inherent.
BIG Change Agency exist
to empower our clients
and partners in order to
thrive and progress through
these challenges and foster
initiatives towards growth and
improvement.
Is it the decision to improve, or the thinking and communication the organization shares to create the progress together?
What are the core principles that when followed, measured and standardised, enable businesses to excel and profit year after year?
How do we bring everyone along in leadership to drive the progress to grow through changes?
Fundamentally, all success is an
inside game governed by two
principles;
STRATEGY (Critical thinking + decisions)
BEHAVIOR (Built capability + willingness of the businesses people)
Businesses and organisations
cannot often control external
circumstances and market
forces.
Progress in changing times
can only be made by the
empowerment, thinking,
communication and
performance of the people that
make up the business at
all levels.
Why change?Business is a constant evolution of change and growth. although change is inevitable, progress is not.
What makes or breaks any initiative to progress and
improve in a business?
producTiviTyWithin the past decade, researchers studying positive organisational behaviour in the workplace have discovered that it is the highly developed psychological capital or ‘mindset’ of high performers that determines their high levels of productivity profitability, engagement, innovation and quality of life.
inDonesia has been ranked a poor 100th for productivity growth, according to a global survey, with the major regions recording poorly compared to other under-developed regions associated with the east development zone. Source: INSEAD (2007-2011). Global innovation index 2011.
75% OF STAFF...are likely to sacrifice higher pay for
the opportunity to learn new skills.
“Higher employee engagement and loyalty in
indonesia will create a more focused and
responsible employee towards organizational goals.”
Survey result of Watson Wyatt Work Asia (2007/2008). “Employee Engagement and Business Success”. Translated from Indonesian
Kelly Global Workforce Index.
probLems We soLve + chaLLenges We meeT
empLoyee engagemenT Business or work units that score in the top half of their organization in employee engagement have nearly double the odds of success (based on a composite of financial, customer, retention, safety, quality, shrinkage, and absenteeism metrics) when compared with those in the bottom half.
employee engagement affects nine performance outcomes. compared with bottom quartile units, top quartile units have:
Those at the 99th percentile have four times the success rate compared with those at the first percentile.– GalluP
21%Higher
Productivity
22%Higher
Profitability
41%Fewer Quality
Incidents (Defects)
10%Higher Customer
Metrics
28%Less
Shrinkage
48%Fewer Safety
Incidents
41%Fewer Patient
Safety Incidents
37%Lower
Absenteeism
25%Lower Turnover
(in high-turnover organisations)
65%Lower Turnover
(in low-turnover organisations)
Only 8% of Indonesian employees and 12% of South East Asian employees are engaged at work, according to Gallup’s new 142 country study on the state of the Global Workplace.
the bulk of employees worldwide, 63% are “not engaged,” meaning they lack motivation and are less likely to invest discretionary effort in organizational goals or outcomes. 24% are “actively disengaged,” indicating they are unhappy and unproductive at work and liable to spread negativity to co-workers.
BIG Change Agency. Empowering Business.6
All of BIG Change Agency client/
partnership projects are based on clear and consistent measurables and tracked with a tool that read back
impact on bottom line results.
BIG Change Agency consults, researches, diagnoses and if suitable
presents a proposal based on a 10:1
value proposition.
Our clients and partners understand that
our programs are a partnership based on clear goals, strategy, measurement, communication and understanding.
True results based on human
empowerment with clear and consistent
measures of success.
Our clients and partners see significant
improvements in the financial performance of their business, they
also experience a workforce that is more
dynamic, focused, productive and a
positive workplace culture underpinned
by continuous improvement.
our results Do tHe talKinG
Contact us today to discover how your business experience BIG Change Agency proposed growth.
big change agency vaLue + service the measured results and value of a BIG Change Agency project include:
IMPROVEd EMPLOYEE ENGAGEMENT
INCREASEd PROdUCTIVITY
EFFECTIVE BEHAVIOURAL CHANGE
INCREASEd SALES + CONVERSION
HoW We measure tHe value anD results.
For every dollar spent, your returns are measured at $10.
bigchangeagency.com 7
BiG change agency designs
and delivers results based
programs with our clients
and partners across four
major categories.
WHat We Do.
HoW Do We Do it.
CONSULTING - THE UNdERSTANdING, dIAGNOSIS ANd STRATEGY
BiG change agency will work with
you to understand your objectives
and offer advice based on research
we conduct within your business. We
then formulate a project plan with you
and put the measures of success and
benchmarks in place.
FACILITATING - THE COLLECTIVE PLAN TO IMPROVE
BiG change agency runs collective discussions that
lead the groups ideas, importance and ownership of
the project and its purpose, outcomes and standards in
a way that brings everyone along in the process.
TRAINING - THE kNOWLEdGE ANd BUILT CAPABILITY
BiG change agency
draws on hundreds of
proven models that
upgrade and shift the
thinking of the group in
support of the projects
purpose and results.
COACHING - THE SUPPORT ANd ACCOUNTABILITY TO FOLLOW THROUGH ANd ACHIEVE THE RESULT BiG change agency continues to support
the individuals within the business by
providing them with support, building
capability and keeping them accountable
to the new standards set in the business.
CHANGE MANAGEMENT
CULTURE dEVELOPMENT
COMMUNICATION, INFLUENCE + SALES
LEAdERSHIP ExCELLENCE
Who is This for? It all starts when our people meet your people.
BIG Change Agency is built on the success of a core group of top performing consultants, facilitators and trainers and draws from a large and highly skilled network of over 500 change agents.
We cover all business structures inclusive of;
LARGE MULTI-NATIONAL CORPORATIONS
SMALL TO MEdIUM SIzE BUSINESSES + COMPANIES
GOVERNMENT ANd dEFENCE
CHARITY ORGANIzATIONS
8 BIG Change Agency. Empowering Business.
BiG cHanGe aGency WorKs across tHe folloWinG inDustries;
bigchangeagency.com
ENTERTAINMENT PUBLISHING
IT TELECoMMS BANKING + FINANCE
MILITARY HEALTH + FITNESS
EDUCATIoN REAL ESTATE
INSURANCE MANUFACTURING
FMCG
oIL + GAS
NoT FoR PRoFIT
MINING + METALS
BIG Change Agency. Empowering Business.10
GLOBAL HEAd OFFICE
MELBOURNE OFFICE33 City Road
Southbank VIC 3006
Australia
EASTERN AUSTRALIA
BRISBANE OFFICE55 Baildon Street
Kangaroo Point QLD 4169
Australia
SOUTHEAST ASIA
JAkARTA OFFICEWisma Bayuadji Suite 4B-02A
Jl. Gandaria Tengah III, No.44
Kebayoran Baru, Jakarta
Selatan 12310 Indonesia
conTacT our officesWith a strong foothold in the major cities of australia and southeast asia, our wide reach brings change...BiG change.
BIG CHANGE AGENCY.COM | [email protected]
references1. Paying attention in a particular way: on purpose,
in the present moment, and non-judgementally. Jon
Kabat-Zin, 1994.
2. Hassad, c. 2008. mindfulness, wellbeing and
performance. neuroleadership Journal issue one.
3. mowbray. D. 2010. resilience and strengthening
resilience in individuals. management advisory
service. www.mas.org.uk.
4. australian institute of Health and Welfare, risk
factors and Participation in Work, 2010.
5. Bernard, m.e. (2013). the High Performance mindset
at Work. southbank, vic: the Bernard Group.
6. Dweck, c. (2006). mindset. new york: random
House.
7. avey, J.B., Wernsing, t.s., & luthans, f. (2008). can
positive employees help positive organisational
change? impact of psychological capital and
emotions on relevant attitudes and behaviors. the
Journal of applied behavioral science, 44, 48-70.
8. luthans, f., luthans, W., & luthans, B. (2004). Positive
psychological capital: Beyond human and social
capital. Business Horizons, 47, 45-50.
9. Judge, t.a. (2009). core self-evaluations and work
success. current Directions in Psychological science,
16, 58-62.
10. rock, D. scarf 2008 & 2012, neuroscience of
engagement managing with the brain in mind.
11. towers Watson, 2012, Global Workforce study:
engagement at risk Driving strong Performance in a
Global volatile environment.
12. saGe Hrms, 2013, roei return on employee investment:
increase competitiveness through your biggest asset. saGe
Hrms report, 2013, st Petersburg, fl. usa.
13. the study was commissioned by the us society of
Human resources management and the australian
Human resources institute. it was undertaken by the
economist intelligence unit, with Wayne cascio of the
university of colorado in Denver taking an advisory role
for the study.