The paradox of execution power: more results by doing less
The FD recently wrote, based on research from the American univesity MIT: “AI runs aground on humans.” It is not technology, but how we learn and change that determines success. This is true for AI, but equally true for strategy execution and organizational development. This is about execution power: success comes not from more programs, […]
Output versus outcome: the pitfall of linear leadership
Anyone who has ever set out with a map knows, the map is not the landscape. On paper, the route seems clear and manageable, but once outside, the path turns out to be muddy, there are fallen trees and an unexpected intersection comes your way. This is exactly how it goes in organizations. Leaders often […]
Decision-making, focus and trust: your organization’s clock speed
In technology, we know the term clock speed: the frequency at which a processor can execute instructions. The higher the clock speed, the faster and smoother the system functions. The same principle applies to organizations. Clock speed is determined by how decisions are made, how sharp the focus is and how much trust is present […]
Pacing: slow decision-making saps your organization
Everyone knows the meeting that lasts three hours but produces no decision. The only result is a list of new actions, another extra meeting and more pressure on people who are already overloaded. This is not an incident, but the daily reality in many organizations. What is meant to be careful tuning and creating support […]
AI as co-worker: the colleague who never gets tired
Why does an HR professional spend so much time on spreadsheets instead of people? Why are strategists inundated with reports they can barely read, let alone interpret? In many organizations, employees are structurally burdened with repetitive and labor-intensive tasks. That is precisely where the opportunity of artificial intelligence (AI) lies: not as a substitute for […]
Consensus – the Strategy Execution Killer
In the world of organizational change and strategy execution, much has been said and written about how to transform effectively. A common magic word in this context is “support. Creating support is often seen as a necessary step to overcome resistance and achieve success. But what does support actually mean, and is it always the […]
Unused potential due to erosion of hierarchy
Consensus is often used to create support. While the opposite is achieved. An organization that works from consensus leads to a lack of ownership and decisiveness. ‘Everything then belongs to no one.’ Much “unusable” potential is created as the distinction between the domain of executives and that of employees becomes blurred. This is common in […]
‘Basis in order’ approach hinders radical improvement
In many organizations, the adage “first get the basics right” is deeply ingrained. It sounds logical and sensible: before we can really innovate, we must first make sure everything is in place. But behind this seemingly sensible idea is a trap. The idea of “getting the basics right” paralyzes real change and innovation. Especially when […]
Missing goals by steering by deliverables
High investments, unnecessarily long lead times, high workload and progress in “slow motion”; symptoms we often see in ambitious change programs. “Over 70% of change processes in Dutch organizations get stuck without results. Customers do not notice, goals are not achieved and employees and managers lose track. Causes lie primarily in the approach to the […]
Daily focus hinders operational growth
How can your organization grow operationally at no additional cost while improving services? 20% untapped potential in organizations due to an ingrained focus on the delusion of the day. This is the daily practice at many organizations. A way of working, historically grown, and ingrained in daily routines of employees and managers. Improvement is often […]
