See me as a pilot or tugboat captain

You?!?!?, … do you have the papers for that!!!! 

Yes of course! Organizations are often complex. As a pilot or tugboat captain, I pilot or drag innovations, change processes and projects through those situations. I want the business to benefit more from changes, because they still score badly. I think that is very possible. That complexity is a jumble of interests, experts, specialists, users, managers, processes, ICT, other resources, etc. and above all people. That whole is often a stumbling block, a syrup pot. Change professionals and people from the business have not been trained to convert syrup into oil that makes the process more flexible. I do. That is my expertise, I have followed various training courses and extensive practical experience.

 

Quirky processes-starting-helper 

That characterizes me. In my growth as a professional and human being, I discovered that my strength lies in directing movement (i.e. going the distance). You can also see me as a helmsman. I help a ship (meaning a change) sail in the direction that the captain (you as client) has determined. By ensuring that the right people are in the right place doing what they do best, and with the right resources. I call this working together for the customer and thus for the position of the company and therefore in society, the market. I have been doing this work since 1980 in very different environments: from insurance company to IT company and from petrol wholesaler to housing corporation. And around a multitude of themes: from product to customer orientation, from business economics research to positioning in the market based on the Purpose Economy.

 

 

Favorite roles

“You achieve nothing by imposing decisions on people. You achieve everything when you let people make their own decisions and carry them out themselves!”

This quote by Nelson Mandela is perfect for me.

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Doer-go-getter: process expertise with rolled up sleeves If these questions play a role: how to proceed with the organisation, what needs to be done, how do we approach that, how do we get and keep people working, how do we get out of this without losing face ? then I like to stand with my boots in the mud to get processes running again. Concrete, practical and with results.

 

Supporter sounding board: interim and program management Stagnation is often a management issue; after all, the control system must also develop along with it. As an interim manager I manage the organizational change (for example from product to customer orientation) by implementing and integrating a program management department as a link between the ICT department and the daily business. And as a program manager I take care of the implementation and integration of a certain policy item (for example doing change processes to become a B-corp organization in the new economy)

 

Trainer-inspirer: sharing experience in process management.

Controlling movement is a profession. Which roles can you play in this, which interventions are available to you and how does your personality influence this? Questions for which I have set up courses (see Training tab) for managers and their people based on my own experience. Courses intended to provide organizations with the tools to manage organizational development with well-functioning design, development and implementation processes. The result: guaranteed continuity of day-to-day work that, in this new economy, keeps the promises made to customers.

In addition, there are also courses on the management of the organizational development process: from guessing and estimations to concrete, measurable/controllable process, in which you learn which information is needed to steer organizational development processes with concrete measuring instruments. actually do.

The courses are only open to participants who do not work in the consultancy world. This is to create a safe environment in which problems can be discussed freely and confidentially.