Innovation with data and AI requires more than just safeguarding privacy risks. Especially when things become complex—where ethics, human rights, and compliance intersect—it is essential that the right people come together and engage in meaningful dialogue. A DPIAMA combines a DPIA and an IAMA, bringing business, development teams, and compliance together at one table.
In our High on AI-podcast, we talk through the real world stories and use cases of business and organizations successfully introducing AI into their everyday work lives, to do all the things AI promises to do, can do and more.
The Dutch energy sector is facing its greatest transformation since WWII, as electricity demand rapidly outpaces the grid’s capacity. Grid operators must expand, reinforce, and digitalize their networks faster and smarter, while fundamentally rethinking how the energy system is planned and governed. This challenge goes beyond infrastructure, it requires a shift in mindset, strategy, and societal responsibility. As public institutions, grid operators play a vital role in ensuring the transition is not only effective, but also fair, inclusive, and widely supported. At Highberg, we are proud to support them in shaping a resilient and equitable energy future. The transformation these companies are undergoing offers valuable insights into the broader shifts shaping the sector. From our experience, real progress depends on five key transformation themes: Operational execution, external collaboration, competency development, strategy execution and performance driven culture.
Ethical working involves linking desired moral behavior to achieving performance. This includes taking responsibility for people and society when it comes to sustainability in the broadest sense of the word. It also involves the use and interpretation of data and the deployment of technology in digital transformations.
These are the four stages of team development according to the renowned model by Bruce Tuckman (1936-2016). The model provides insight into the stages a team goes through to become a high-performing unit.
How do you get people to be willing to change their behavior? In a way that the new behavior is permanent? At Highberg, we know that sustainable behavioral change requires more than a smart intervention. You have to change the drivers of behavior.
Read the article "Smart organizing" that Sjoerd Hogenbirk and Miriam Maan wrote for the journal TvOO on the website of professionalbegeleiden.nl or download it below.