We help businesses become businesses of the future, whose purpose is to create positive social impact through innovation, great people and inspiring cultures. That is important because the world is changing and business has a lot of power to shape our future; more than any government, NPOs, religion or person. Businesses have the opportunity and responsibility to make change for the better.
At the same time, businesses face relentless pressure. There are endless challenges and constraints, but also infinite opportunities to create and inspire, if you have the right culture that brings out the best in your people. The ability to innovate, to take risks, make tough bets, and the resilience to bounce back quickly from set-backs are some of the most needed organizational capabilities; and they are found in the mindsets and behaviors of your people.
“In my career I have had the privilege of guiding large global companies on their transformation journeys to becoming innovative and agile.
One example is ING’s highly successful transformation from a large conventional European Bank to an agile, innovative and digital driven culture. As ING’s Global Head of Strategy & Innovation for HR, and prior to that as Global Head of Talent & Learning, I played a pivotal role in establishing the people transformation strategy, redesigning the foundational people processes to accelerate innovation and reinforce the agile way of working, and architecting the new leadership brand and development strategy. It was a comprehensive transformation journey that started in 2013 and never losing focus on the people, and especially the leadership aspect. The outcomes include a unifying set of Values & Behaviors (The Orange Code), a transformed performance management approach, and a bold leadership development strategy anchored in self-awareness, authentic leadership and individual purpose, collaboration, and a continuous performance coaching & conversation culture.
Another example is a global consumer products organization that needed rapidly grow the ability to innovate its products, business models, and production methods. I worked with the board, HR, R&D and several other functions to create a unified purpose and strategy to mobilize all parts of the business. The creation of a new set of organization values led to a complete redesign of the talent and leadership strategy. An Innovation DNA was started by building a completely new learning strategy from the ground up around core principles of design thinking and lean principles. This was reinforced by forming multi-disciplinary teams whose goal is to innovate everything from products to business models to talent management strategies. Major HR processes were redesigned to highlight the importance of empowered, collaborative and innovative ways of working while keeping the standardized core processes as effective and as light weight as possible.”