IDEA's voor innovatief ondernemen biedt hét antwoord op de vraag die veel bedrijven zich vandaag de dag stellen: hoe te innoveren? Steven de Groot stelt in dit boek vier tactieken voor om innovatief te ondernemen, de vier IDEA's:
* Interdisciplinary working & thinking;
* Design thinking;
* Entrepreneurship (zoals: datagedreven ondernemen, ondernemen in innovatienetwerken en/of gericht op brede welvaart);
* Aesthetics & arts-based interventions (ABI's).
Het boek bespreekt allereerst de principes van ideegeneratie en innovatie en beschrijft vervolgens een stappenplan voor innovatief ondernemen aan de hand van de vier innovatieroutes. Het sluit af met een hoofdstuk voor beleidsmakers over hoe ze bedrijven regionaal en nationaal kunnen ondersteunen met (missiegedreven) innovatiebeleid.
IDEA's voor innovatief ondernemen vormt het slot van een trilogie over innovatief ondernemen. Eerder verschenen de boeken Het Schone in organisaties (2015) en Design thinking voor managers (2021).
Steven de Groot (1967) is lector Innovatief Ondernemen aan Zuyd Hogeschool. Hij volgde de Design Academy in Eindhoven, studeerde onderwijskunde en bedrijfskunde en promoveerde bij Mathieu Weggeman aan de Technische Universiteit Eindhoven.
Zijn lectoraat doet onderzoek naar innovatieve organisaties, strategie en organisational artscience. Hij is auteur van tientallen (internationale) publicaties over organisatiekunde, innovatie en schoonheid in organisaties. Verder adviseert hij de overheid en bestuurders over innovatie- en kennisbeleid. Naast zijn baan als lector is Steven toezichthouder/commissaris in de zorg en is hij hoofdredacteur van Holland Management Review.
Engage! is the Lonely Planet for organizational change. This practical and accessible travel guide for change agents offers a unique mix of scientific and practical insights. After all, action without knowledge is reckless and knowledge without action is impactless. Engage! offers help and encouragement at every stage of the change adventure, centering on shared inspiration, co-creation, experimentation, and especially on how to quickly get down to "learning to learn' together. The authors will take you on a gripping journey, reinforced by vibrant visuals, surprising insights, and engaging examples from international practices. Along the way, they will provide insight into the attitude and constructive behavior needed to keep the ship and its crew on course, avoid black holes, and discover new worlds.
Woody van Olffen is Professor of Organizational Change and Development at Tilburg University's TIAS School for Business and Society in the Netherlands.
Raymond Maas is managing partner at Ami Consultancy. With his colleagues he helps implement change adventures on a daily basis.
Wouter Visser is Competence Lead Project Management at ASML. He previously worked as a culture change consultant and facilitator at Ami Consultancy.
'The 6 Disciplines of Leadership - How to Run Your Company like a Tight Ship' is intended for anyone starting out in general management, or aspiring to become a CEO someday. This book is a tutorial to help leaders to quickly frame complex problems. It will increase your business acumen and provide practical advice on how to handle common CEO challenges. All concepts are illustrated with real-life examples from companies such as Blackberry, IKEA, Adyen, Aetna, IBM and Just Eat Takeaway.com. Throughout the book, the author identifies the elements on which you should be firm - meaning no compromise is possible - as opposed to topics where it is important to be flexible and to keep changing and adapting.
Hessel Kaastra (1970) holds an MSc in Aerospace Engineering from Delft University of Technology and an MBA from INSEAD in Fontainebleau. He worked as a strategy consultant at Bain & Company and has held various leadership positions at LeasePlan, a global leader in the car-as-a-service market.
The powerhouses of our companies today are made up of increasing
numbers of professionals.
The number of companies that would describe themselves as
knowledge-intensive is also increasing think of R&D labs, hi-tech,
IT, media, business support, health and educational organizations.
Managers tend to think that these new organizations and their staff
must be managed like before. But to do so can create more problems
than it might solve.
Professionals are for the most part already motivated and do not
need to be managed. They have studied many years to be able to do
their job. Frustrating their enthusiasm by steering and controlling
them can restrict their ability to perform to the best of their capability.
In any such organization, the avoidance of forms, meaningless
report writing, and restrictive rules and procedures, will lead
to much greater productivity and improved quality. Professionals
should be trusted in advance and given room to exercise their discipline
at a state of the art level.
Mathieu Weggeman has written many books and articles on managing
professionals, on how to conserve creativity, on innovation
and on knowledge management. This book is an accolade. It is
about the new servant leadership: the kind of leadership required
for these companies. It explains the characteristics and peculiarities
of professionals in the workplace. It emphasizes that their most
important production factor is their knowledge, and their most
difficult task is innovation.
The role of the manager is to create the environment in which both
these traits can flourish, and thus to help professional organizations
achieve their collective ambitions.
Mathieu Weggeman is a professor of organization science at the Eindhoven
University of Technology, the Netherlands. He is also a boardroom consultant
for knowledge-intensive organizations.
Cees Hoedemakers is a consultant in the energy industry.
Feel like the world is passing you by as you rush through another workday? Like you never have enough energy to manage the team youre supposed to be leading? Like you cant even accomplish yourself what you set out to achieve?
What you need is focus. Focus is at the core of effective leadership, but cultivating it has become daunting in our age of globalization, fast technological change, and environmental challenges. As a leader, you need tools to navigate these unknown territories. One of the most effective tools is mindfulness: paying attention, openly and curiously, to what happens in the present moment.
This book is full of insights and exercises that teach leaders and leaders-to-be how to practice mindfulness. It shows how mindfulness allows you to become more mentally and physically resilient, moreeasily able to switch between action and refl ection, and better equipped at knowing when to focus on yourself or the world around you.
But mindfulness-based leadership doesnt stop there. By learning to focus, you learn to work with your team more effectively. Nurturing a mindful corporate culture helps you solve problems and build healthy strategies that will benefit you, your colleagues, and your organization.
In this book, Wibo Koole, a long-standing corporate leadership expert and management consultant, and director of the Center for Mindfulness in Amsterdam,
provides the fi rst comprehensive framework for mindfulness-based leadership
In this book, Farid Tabarki describes how the middle disappears. Travel agents and record companies, as middle men in an antiquated production process, are certainly on the way. However, as Tabarki claims, the entrepreneur, HR manager, civil servant and school teacher also may see themselves falling into oblivion.
In his book, Farid describes three megatrends that bring about the liquid society and the disappearance of the middle. Firstly, surging online platforms are taking over the jobs of the middlemen. Secondly, technological innovation will make many jobs irrelevant, and these are not only low-wage, minimum skill jobs, but increasingly complex and educated ones. This provides a great challenge to the middle classes. Lastly, Tabarki foresees the end of the nation state as the 'middle ground' of power; both the local and the international level gain importance in terms of power and economy.
These changes are occurring right now, and at a quick pace. Tabarki does not take a negative view, though, and explains to individuals, organisations and companies how they can adapt their organisations and their personal strategies in order to stay relevant in the new 'liquid society.'
Farid Tabarki is a world traveller, researcher of the transformation of society and economy, and founding director of Studio Zeitgeist. He translates changing social, technological and economic realities into practical advice for organisations and businesses.
In dit boek presenteren Willem Verbeke en Dave Teeuwsen de theoretische grondslagen voor het ontwikkelingsmodel van de succesvolle professional van ExploreMe.eu.
Dit holistisch model stelt dat succesvolle professionals handelen als kennisbroker. Ze zijn in staat met de kennis of ervaring die ze met bestaande klanten hebben opgedaan, indringende gesprekken te voeren met nieuwe klanten. Op basis daarvan kunnen ze innovatieve oplossingen aanreiken. Dit vraagt echter veerkracht van de professional, omdat innovatief zijn impliceert dat je je eigen kennis altijd ter discussie stelt.
Innovatieve professionals krijgen meer aandacht in de maatschappij, waardoor ze een hogere positie verwerven op de long tail. Hoe hoger iemand op de long tail staat, hoe meer andere professionals of klanten met hem of haar van gedachten willen wisselen. Het betekent ook dat ze met bekendere klanten kunnen werken en meer geld kunnen verdienen met hun opdrachten. Het verwerven van een goede positie op de long tail is de ultieme carrièredoelstelling van de succesvolle professional.
Een professional ontwikkelt veerkracht omdat hij in staat is zijn capaciteiten te ontwikkelen en flexibel te activeren. Verder realiseren succesvolle professionals zich ook ten diepste waarom ze hun carrièredoelen nastreven: ze willen hun verschillende behoeften bevredigen en managen hun hechtingsstijl. Daarbij maken ze ook keuzes tussen energiebronnen en energievreters binnen hun onderneming. Tot slot zorgen ze goed voor hun mentale en fysieke gezondheid.
Professor Willem Verbeke Ph.D. is professor Sales en Account Management aan de Erasmus School of Economics, Rotterdam. Tevens is hij mede-eigenaar van Professional Capital, Rotterdam. Dave Teeuwsen is Masterstudent Behavioural Economics aan de Erasmus School of Economics.
Organizations become more agile and teams more self-organizing. Insight into yourself and others is therefore more important than ever. The Enneagram is a proven model that describes nine personality types. It offers tools with which you can communicate more effectively, manage more consciously and achieve better results with teams.
The Enneagram theory clarifies which of the nine types applies to you the most. Each type uses a specific strategy as a means to success, but each approach also entails obstacles. Understanding your type helps you better understand your own motives, making it easier to reach your goals.
The Enneagram offers many leads for (team) coaching, talent development and organizational change. In this book you will be introduced to the Enneagram and the application possibilities in your daily practice.
Author Oscar David started working with the Enneagram in 1993 and has introduced it to a large number of organizations. This book is full of practical experiences from managers and professionals with whom he has worked over the past decades.
The original Dutch edition of The Enneagram in the Workplace has been a bestseller and has sold more than 10,000 copies to date.
Most modern managers know much of what there is to know about change management. Still, things often go wrong in practice. This is almost entirely because our actions are not always steered by our knowledge. Without realizing it, we make assumptions about our employees that end up causing trouble for us. And we tend to subconsciously behave in a way that undermines employees' initiative and sense of responsibility. To be able to break out of such sticky situations, you need to understand how you, as the manager, are in fact creating and perpetuating these situations yourself.
Social psychologist and management consultant Arend Ardon gives a crystal-clear explanation of how these situations arise, and goes on to offer DIY interventions to get the required change going again. Having observed numerous board meetings, management team meetings, and other team meetings, he manages to pinpoint exactly what truly happens at such meetings when we talk change.
"Arend Ardon makes important contributions to the practice of consulting and to the theory that informs his ideas" - Chris Argyris, author of "On Organizational Learning"
Our societies, institutions and social fabric are currently in the early stages of the third revolution of humanity, the Digital Civil Revolution. Disruption is not restricted to markets. The same technologies that cause and fuel it are giving citizens more knowledge and information, more public and political influence, and tools to organize themselves and so to disrupt politics, democracy and public services. This totally transforms the media landscape, public opinion, political debate, and the roles of industry and the state toward citizens.
Using multiple examples from across the globe, this book explores, analyzes and defines this revolution, its impact, the underlying technology and trends, as well as the special kind of civil leadership needed to harness this new citizen power that is disrupting the public domain.
Steven P.M. de Waal, PhD, is a strategic consultant, entrepreneur and chairman of multiple non-executive boards. He combines his extensive experience in the boardroom with research and academic reflection. Dr. De Waal's writing focuses on strategic thinking, practical wisdom for executives and social entrepreneurship. He has published several books and many articles, and he has given numerous interviews and lectures for an executive audience. His dissertation (2014) conceptualized civil leadership and researched civil leaders' values patterns in the different private-sector contexts. He launched one of the first think tanks in the Netherlands, Public SPACE (www.publicspace.eu), which aims to develop strategies for the common good.
How can today's managers concentrate on what really matters to improve the performance of their organization, to reach outstanding goals?
The answer is in What Makes an HPO. The five critical factors of the HPO Framework - Management Quality, Openness & Action-Orientation, Long-Term Orientation, Continuous Improvement & Renewal and Employee Quality - will help you turn your organization into an HPO. This book shows you what to concentrate on, how others have done it, and how to achieve it yourself.
The HPO Framework is the result of a global five-year research project into the genuine success factors of High Performance Organizations (HPOs). The HPO Center, led by Dr de Waal, discovered what really works on the ground in every type of organization rather than what managers think should, or might have, worked.
In his book André de Waal gives many real-life examples from a variety of sectors including Finance, Retail, Industry, ICT, High Education and Government, all illustrating the successful workings of the HPO Framework in organizations worldwide. Also included are many interviews with HPO leaders at Microsoft, SABMiller, Svenska Handelsbanken, HP, Tata Steel, Umpqua Bank, Unilever and KLM Royal Dutch Airlines.
Every organization receives signals from its customers, from satisfaction surveys, e-mails and telephone calls, to angry posts on social media. They're generally registered and a list of improvements drawn up, and then ... well, that's where companies lose their way. Which improvements have priority? Which will be most effective? How can I show that customer experience can earn the organization money?
These are the key issues for customer signals management: a method which renders customer experience steerable in terms of both customer satisfaction and cost efficiency.
In In the Driving Seat of Customer Experience, Zanna van der Aa navigates you through all the steps required to successfully map out customer experience. With a strong combination of theoretical underpinning and pragmatic applications, she offers inspiration in practical cases, tips and tools and lessons learned. The crux of the success of her method lies in measurability of the results, and therefore financial visibility of the benefits for the organization.
Zanna van der Aa, PhD and author in CX with an internationally proven track record, has a dream of helping organizations create happy customers and employees. In the last 20 years she has been translating this dream into a unique and successfully proven methodology. More information: accelerateinexperience.com.
This book replaces the previous publication Customer Signals Management (Warden Press, 2017).
Organisations have long been dominated by the perspectives of the Good (quality) and the True (efficiency). The perspective of the Beautiful, an aesthetic lens on organisations, has largely been ignored or forgotten. The Beautiful includes stimuli in organisations that trigger aesthetic experiences through the presence or attribution of coherence, congruence, contact, completion, and curiosity in organisations. As the function of organisations changes, they become increasingly human-centred, which also creates space for the aesthetic value of organisations.
Based on (doctoral) research at thirty organisations across the Netherlands, including Rabobank, Randstad, and FlevoHospital, theories from aesthetics, and real-life experiences with design thinking at organisations, Steven de Groot presents eight design principles for the advancement of beauty in organisations. This book contains twenty practical beauty-elevating interventions for organisations that management consultants and managers can get started with right away.
In the final chapter, De Groot showcases eleven organisations and companies that are already displaying some level of aesthetic value. The appendices include a tool that lets organisations assess their performance in the domain of the Beautiful.
Steven de Groot, PhD, is Professor of Innovative Entrepreneurship at Zuyd University of Applied Sciences in the Netherlands. His research focus is on organisational innovation, strategy and entrepreneurship, and artistic interventions and design thinking in organisations.
'In this book, Steven de Groot shifts the focus to a positive, as yet largely neglected feature of organisations: their ability to create opportunities for people to experience beauty. Beauty that can be experienced in work processes, in an organisation's products and services, and in how collaboration between people is organised' - Mathieu Weggeman (Professor of Organisational Science and Innovation Management at Eindhoven University of Technology)
Design thinking is onder managers aan een opmars bezig. Dat is niet voor niets: design-driven organisaties kennen een hogere omzetgroei, meer loyale klanten en een hoger concurrentievoordeel dan organisaties die zich vooral richten op beheersing. Het zijn kansrijke organisaties die gefocust zijn op mogelijkheden in plaats van op knelpunten. Maar binnen organisaties gaat design thinking niet vanzelf. Organisaties zijn immers levend weefsel, slechts beperkt maakbaar en met een sterke focus op continuïteit en beheersing. En managers zijn van huis uit geen ontwerpers. Maar ze kunnen misschien wel iets van hen leren!
Dr. Steven de Groot (1967) - opgeleid aan de Design Academy en als (gepromoveerd) bedrijfskundige - legt in dit boek managers het verschil uit tussen ontwerpen en ontwikkelen. Hij gaat in op de kenmerken van design thinking in de organisatiecontext, de uitdagingen van de manager als ontwerper én op de vraag hoe je design thinking inbedt in alle organisatiefactoren, zoals cultuur en strategie. Op naar een kansrijke organisatie!
'In het boek Design thinking voor managers beschrijft dr. Steven de Groot het belang, de mind-set en de methode van ontwerpdenken specifiek voor de organisatiecontext. Design thinking toont sterke verwantschap met skills als kritisch denken, creatief denken en probleem oplossen, voor huidige en toekomstige managers o zo belangrijk in de 21e eeuw. Ik ben daarom verheugd dat dit boek gebruikt wordt voor de Masterclasses Design Thinking voor managers als onderdeel van onze masteropleiding.'
Prof. dr. Jol Stoffers, lector en bijzonder hoogleraar Employability (Zuyd Hogeschool en Open Universiteit) en programmamanager van de masteropleiding Personal Leadership in Innovation & Change (PLIC)
Design thinking is on the rise among managers. And for good reason: design-driven organisations have higher revenue growth, more loyal customers and a higher competitive advantage than organisations that mainly focus on control. They are promising organisations that are focused on opportunities rather than bottlenecks. But, within organisations, design thinking does not happen all by itself. After all, organisations are like living tissue, they are only partly makeable, and usually have a strong focus on continuity and control. Plus, managers are not designers by nature - but they might be able to learn something from them!
Steven de Groot, PhD is Professor of Innovative Entrepreneurship at Zuyd University of Applied Sciences in the Netherlands. Steven studied at the Design Academy Eindhoven and obtained a PhD in business administration. In this book he explains to managers what the difference is between designing and developing. He discusses the characteristics of design thinking in the organisational context, the challenges of the manager as a designer and how to embed design thinking into all aspects of the organisation, such as culture and strategy - on the way to becoming a promising organisation!
'In his book Design Thinking for Managers, Dr. Steven de Groot describes the importance, the mindset and the method of design thinking, specifically for the organisational context. Design thinking has a strong affinity with skills such as critical thinking, creative thinking and problem solving - oh so important for current and future managers of the 21st century. I am therefore delighted that this book is being used for the masterclasses in Design Thinking for Managers as part of our master's programme.'
Prof. dr. Jol Stoffers, lecturer and professor of employability at Zuyd University of Applied Sciences and the Open University, and programme manager of the master's programme in personal leadership in innovation & change (PLIC)