Leadership is an attitude, not a positionIn this article, I want to discuss the leadership qualities demanded by Modern Age. Modern Age is characterised by increasing dynamism. This has consequences for organisations and how they function. But above all, it requires...

In this article, I explore the role of Purpose within strategic thinking. Why is “why?”, such an essential starting point for any strategic exercise? What is it, why is it so important and what does a strong lived Purpose sense do for an organisation’s strategic strength?

In this article, I challenge the common view of strategy formulation and argue for a much broader scope. Here, the starting point is that involvement of all relevant stakeholders leads to a richer and better-supported, talkable strategic choice.

In this article, I want to talk about change and change within organisations. About substantial changes in the way an organisation functions and how it is structured. Think of a large-scale reorganisation, a drastic change in work processes, the introduction of heavy ICT projects, integrations and mergers.

Successful organizational development as the next phase of the organization’s development. An addition, an add-on to what is already there and not as a replacement of what was there.

Modern strategic thinking takes a layered approach to strategy. Layered not sequential. Evolutionary, not revolutionary.

Strategic vitality. Vitality as in “the capacity to successfully live on, to successfully continue to exist”. Often referred to in literature as Organisational Longevity.

NO RULES is nonsense! Organisations can’t do without rules. But different rules for different activities.

These times call for a dynamic perspective, for new leadership. Where strategy stands for a strong inner goal and a rewarding perspective.

In this article I attempt to outline the history and development of “Western Thinking”. I will answer questions such as: How have our ideas developed over the centuries? And where is the basis of the modern Western worldview?

The principles of the Enlightenment: malleability, predictability and stability, no longer match the dynamics of today’s world. A world characterized by mobility, probability and permanent development. In this article I want to discuss the emergence of a dynamic view of our world.

In this article I want to show you the central themes within VIBRANT STRATEGY: strategic thinking in a dynamic perspective. Concepts such as Inner Purpose and Long-Lasting Perspective are discussed. Strategy as Evolution and the Involvement of Many.

We find it difficult to ask questions. We’d rather not. Business questions and questions about this and that’s okay. But real questions. Real questions? Still, asking questions is an essential leadership skill. Because real sincere questions allow us to better understand the other.

Everything has to be bigger, everything has to be better, everything always has to be faster, more dynamic and more successful. There is an answer for everything, we are always in control, profits keep rising and there is no room for doubt. Everything is clear, everything is valuable, everything is controllable. It is the world of certainty.

These are harrowing times. The world is in turmoil because of the coronavirus, which proves once more how vulnerable humanity really is. The entire system has gone completely haywire because of a minuscule, microscopic virus. This is a familiar phenomenon in complexity theory: small causes have enormous and unpredictable effects. Sudden hoarding – wholly unnecessary, incidentally – and the extreme reactions of the stock market are just two examples of the unexpected effects of a small disruption to the system.

Western societies are based on an extremely mechanistic world view that originates from the early years of the Renaissance, a period during which leading scientists such as René Descartes and Isaac Newton laid the foundations for the current Western scientific principles and methods.

The corona virus harshly confronts us with the instability and short-sightedness of our overwrought economic system. Two examples from last week painfully illustrate the consequences of our excessive orientation towards financial value and the ensuing vulnerability of our economic system.