Strategy design and change management 

We live in a time in which certain truths that we used to take for granted are increasingly under pressure. That calls for creative and courageous strategic thinking. But strategy is still too often considered purely a matter of theory and execution – while 'soft' factors like trust, culture and alignment are in fact crucial aspects of delivering successful change. I believe that both of these dimensions are equally important, and that vision and strategy development provide a natural arena for an honest dialogue, with room for difficult questions. I position myself as a sparring partner for executives and management teams to help to guide that process effectively, so that a coalition for real change can emerge within their organisations.

My way of working is primarily informed by Otto Scharmer's Theory U. This method structurally incorporates both the 'hard' and the 'soft' sides of change. What is our situation, what kind of change do we need as an organisation? Do we believe in our vision and strategy as we have formulated them? What interests and desires are affected, on the personal, group, and societal levels? What can we observe and experience in our organisational culture? What risks and paradoxes are we encountering? Do we feel comfortable discussing these openly and honestly?

Having these open, personal and fundamental dialogues often naturally brings out the essence of a strategic challenge and a solution. The wisdom of the collective lays the foundation for a broad consensus. And then a strong drive emerges in the whole organisation to make that change tangible.

Leadership development

I see managing and leading as two fundamentally different things. The manager's role is to organise the existing order – the leader must define and bring people towards a new order. That takes vision, but also the interpersonal skills and the modesty to listen to others and use the wisdom within your organisation. As Otto Scharmer says: leadership is about being better able to listen to the whole than anyone else can.

Other than strategy development, I also work with individual leaders and with Executive Boards to bring their leadership to the next level. This work can involve both a substantive look at the vision and strategic direction of the organisation, as well as open and courageous conversations about the barriers and patterns that we face within our teams and as individuals. Together, we will bring into focus which leadership skills and what styles of behaviour can be further developed, and how we can extend these efforts to the rest of the organisation. That way, a transformation of leadership can have an enormous positive impact on the organisation's performance.