In today’s business landscape, characterised by volatility, uncertainty, complexity and ambiguity (VUCA), companies face a multitude of challenges and uncertainties. From global pandemics to climate change, technological disruptions and changing consumer preferences, the world is constantly changing. To thrive in this VUCA world, companies need to adapt and evolve, and a key way to do so is by including sustainability in their strategic plans.
In an era marked by environmental concerns and the need for responsible business practices, sustainability has emerged as a central element in shaping the strategic direction of organisations worldwide. In this article, we interview one of our learning participants in this field, Laura Nieboer, who brings practical experience and a wealth of knowledge to the discussion.
Around the theme of sustainability, there is a need for change and transformation. Sustainable changes need to be made in connection and from within to be successful. The course ‘Strategic Leadership for Sustainable Change’ provides all the ingredients for successful sustainable change in your organisation!
For more than five years, Bert-Jan ter Hofte has been working intensively with the People Change Scan and approach with clients from multinationals to SMEs in the profit sector and from universities to municipalities and the police in the public sector. There are three reasons why he enjoys doing this and why clients see the added value.
The Director of Maastricht Upper Control Centre, the part of Eurocontrol that manages the upper airspace over Belgium, the Netherlands, Luxembourg and Northwest Germany, decided to strengthen leadership and implement a culture change. Read how he tackled the implementation with the Engagement and Innovation team.
The Maastricht Upper Area Control Centre (MUAC) manages the upper airspace above Belgium, the Netherlands, Luxembourg and Northwestern Germany. It is one of Europe’s busiest and most complex airspace areas. The Director of MUAC decided to bring about a cultural change and define core values that will survive his mandate.
Leaders love numbers. This is only logical – anyone who has to manage a large organisation would rather do so on the basis of hard information than vague gut feelings. The scan we developed offers a unique model to make the normally intangible aspects of an organisation tangible, and offers tools to initiate the desired change.
People and companies often do not like unexpected changes. Accepting that change is a permanent part of our lives offers a lot more security. It is important to ask the right strategic questions in time so that everyone in the organisation is invited to think along in finding new answers and solutions.
For an inspiring New Year, we invite you to create a Vision Board. Many of our clients use a Vision Board to inspire themselves or their team. In doing so, they have discovered: the better you know what you want, the more likely you are to get it.
Rarely a dull moment in the public sector. From the national government to the municipalities: government organisations are under constant pressure from politicians, the media and many others. They have to do everything, and preferably today rather than tomorrow. The latest demand: culture change. But are public organisations capable of change? An interview with Bert-Jan about the possibilities for successful cultural change within the public sector.
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