Organisational track

The trajectory is characterised by the development and redesign of knowledge, the organisational framework and control. The individual and relationship pathway are part of this. Organising from holistic algorithms

Organisational dynamics

Working together creates all kinds of interactions between people. These dynamics have layers and are at their core subjective. This subjectivity is objectified through certain truths by science and culture. Organisational dynamics can be about a work process, a project, a concept, innovation, a realisation, collaboration and culture. Where is the fit? Core values are aligned and yet 'it won't work'. The cross is in the dynamics. Does the context drive the organisation, do people drive the organisation? What are you doing, employee? What are you doing, manager? What are you doing, entrepreneur? What do you do, director? What are you doing, owner? What are you doing, unique working person?

personal dynamics
collaboration dynamics
work process dynamics
organisational dynamics

If you have the dynamics clear, then you are capable of steering.

(job coaching / dynamic business plan / collaboration)

"An organisation's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage". - Jack Welch

Organisational awareness

In the collaboration workshop, a team, as well as several entrepreneurs, can learn to join forces through personal development. This creates unprecedented opportunities in working together, as well as letting go of them. Know the common interests and motivations.

The design criteria of the creative design process model (see book: You are playing with your life) brings this mutual cooperation into focus. The exchange of energy becomes transparent and can therefore be strengthened and accelerated.

"Business and human endeavours are systems...we tend to focus on snapshots of isolated parts of the system. And wonder why our deepest problems never get solved." - Peter M. Senge

Organisation business planning

The business plan is an ongoing dynamic process. As entrepreneurs, you have all kinds of plans and often know quite well what you want, but how do you keep following your spirit and keep realising it permanently? Keep taking steps again and again, know where the gaps are and which move you can do better first. You can want something but is it realisable and how? What actions do you take at what time? And from where? Is your vision still correct? Does your strategy match where your spirit lies? Are you carrying out your mission? Which processes of your organisation (small/large) are causing stagnation and what are you doing about it.

I will discuss your spirit with you, (re)define your vision/mission and strategy and translate this into financial, operational, market and people processes. You will realise and monitor the objectives resulting from this.

Formulate vision/mission/strategy (inside out/outside in)
Process analysis and optimisation (financial/operational/customer/people)
(Re)defining organisational design and implementing it
Setting up work processes effectively
- financial (accounting/tax return/investment plan/calculations)
- operational (optimisation through analysis, workshops, hands on, interim management)
- customer (marketing and sales process)
- people (cooperation, mediation, communication, advice/coaching)
Monitoring

In collaboration with Hans ter Haar.