People, Leadership & Culture

Would you like to change your organizational culture?

Change your organizational culture

Culture; a fairly vague concept, yet everyone manages to give it a description. You probably recall the observing attitude that arises when you enter another family's home, visit another country, or experience the dynamics of a group for the first time. (Un)consciously, you take note of what is or isn't customary. What is being discussed here? What is valued? Or what isn't? What behavior or story can you expect a positive reaction to? In addition to families, countries, and groups of people, organizations also have their own culture. (Un)written rules set boundaries for employees' behavior in the background. If you want to develop your organizational culture, you must bring these unwritten rules out of the shadows and make them explicit. Therefore, Highberg's approach is aimed at converting the versatility of culture into behavior and concrete roles, creating control over the desired cultural change and the implementation and support of this change.

Riet Smits

Lianne Swenne

Would you like to change your organizational culture? Make desired behavior explicit and bring unwritten rules out of the shadows!

Organizational

Business Agility

Stop looking in the rearview mirror. A plea for actionable metrics

A plea for actionable metrics

Portfolio Performance Measurement #2: Stop looking in the rearview mirror. A plea for actionable metrics

There is nothing wrong with looking in the rearview mirror. It is necessary. The obvious nuance being it should not be the only thing you do as you drive your car down a busy road. In our previous blog ‘<a href="https://highberg.com/insights/are-project-metrics-dead-a-quick-guide-to-lean-portfolio-measurement" target="_blank" rel="noreferrer noopener">Are Project Metrics Dead?’</a>, we introduced two insights aimed at broadening our view of metrics. If we want to continue the car analogy; it is not just the roads, or the other cars around, but also the speedometer plus a mindful eye on any blinking red lights trying to warn you of a future car failure. We hope these first two insights will lead you to a more holistic understanding of ‘portfolio performance’. 

With such a wide set of metrics to choose from comes the next challenge: what should we focus on? How to use them to effect? Building on our first 2 insights, with Insight 3 we introduce the distinction between leading and lagging indicators. Insight 4 takes us to goal setting and one of the more popular tools in strategy-execution today, Objectives Key Results.

Koen Harbers

Netherlands

Portfolio Performance Measurement Continued: A Plea for Actionable Metrics

Are project metrics dead? A quick guide to Lean Portfolio Measurement

Are project metrics dead? 

Are-project-metrics-dead?

Do on-time, on-scope and on-budget metrics really have no place in modern, product-led, and agile-embracing organizations?

Risk, Resilience & Compliance

Government and Public Sector

We've selected five measures that you should take to enhance your cyber resilience.

Five Measures to Increase Cybersecurity

Five Essential Measures to Increase Cybersecurity and Cyber Resilience

Companies and governments will need to pay much more attention to cyber resilience to prevent serious damage in the future.

Steven Debets

Many crisis plans or business continuity plans stated: teams should exercise annually.

Annual Drills: What a Nonsense!

In many crisis plans or business continuity plans, it is stated that teams should exercise annually. Some organizations do this diligently, either due to a strong intrinsic belief in the importance of regular practice or a good routine. However, there are instances when such exercises become an eccentric motivation, as they might be carried out because the regulator, safety authorities, or adherence to a framework mandates it.

Floris Baauw

Strategy & Change

Gamification is a scalable change approach to achieve sustained desired behavior

Gamification for behavioural change

whitepaper-gamification-for-behavioural-change

Gamification is a scalable change approach to achieve sustained desired behavior and improve performance in the workplace.

Whitepaper: Gamification for behavioural change

Challenges around organizational transformation within large, Dutch organizations

Organizational transformation challenges

whitepaper-five-challenges-around-organizational-transformation

Five challenges around organizational transformation according to leaders within large, Dutch organizations and our reflections on them.

Whitepaper: Five challenges around organizational transformation

Innovative compliance therefore creates more ethical behavior.

Research compliance and innovation

white-paper-research-compliance-and-innovation

An innovative compliance program makes for an effective compliance program. Innovative compliance therefore creates more ethical behavior.

White paper: Research compliance and innovation

Exemplary behavior of leaders is crucial with integrity issues.

Moral leadership – the theme of this time

whitepaper-moral-leadership-the-crucial-theme-of-this-time

The exemplary behavior of leaders is crucial to reduce the reputational risk of integrity issues within your organization.

Whitepaper: Moral leadership – the crucial theme of this time

In this whitepaper, we compare Lean and Agile side by side.

Whitepaper: Lean vs Agile

whitepaper-lean-vs-agile

When is Agile working a good idea? And when is Lean working a better idea? In this whitepaper, we compare Lean and Agile side by side.

For an effective game fulfilling the conditions is crucial.

The 6 ingredients of an effective game

whitepaper-the-6-ingredients-of-an-effecitve-game

To ensure that a game is truly effective and contributes to the organizational objectives, fulfilling the conditions is crucial.

Whitepaper: The 6 ingredients of an effective game

Shadow IT, how do you deal with it?

Shadow IT appears unstoppable

shadow-it-appears-unstoppable-how-do-you-deal-with-it

Shadow IT is defined as the IT within an organization that does not fall under the responsibility and management of the organization's (central) IT department. There is an increasing presence of shadow IT in organizations, especially due to the wide range of cloud services available and the increasingly adopted bring-your-own-device policy. It seems to be an ever-growing challenge for IT departments to manage shadow IT. IT departments will need to let go of some responsibilities while setting clear boundaries for shadow IT.

Pim Schouten

Shadow IT appears unstoppable, how do you deal with it?

Digital

Turning principles into successful collaborative practices

The practice of working in ecosystems

the-practice-of-working-in-ecosystems

In blog 1, we elaborated on why it's essential to shift from thinking in silos to thinking in ecosystems. In blog 2, we explained five principles that make collaboration in ecosystems successful. In this third blog, we provide some examples of these five principles in practice. We'll give you the payoff in advance: Managing ecosystems starts with yourself!

Cleo van Engelen

5 principles for making ecosystem collaboration work

Collaboration in ecosystems

5-principles-for-making-ecosystem-collaboration-work

In blog 1, we elaborated on why it is important to shift from thinking in silos to thinking in ecosystems. It's the essence of the transition to a digital world. In blog 2, we explained five principles that characterize collaboration in ecosystems.

From silos to ecosystems: the essence of digital transition

Why thinking in ecosystems pays off

Why-thinking-in-ecosystems-pays-off

From silos to ecosystems 
Silo thinking is out, and "ecosystem" is the new buzzword. It encapsulates the essence of transition thinking, the transition to a digital society. This blog, in three parts, explains why it is important, which principles drive success, and how you can take steps in this direction. In this first part: why thinking in ecosystems pays off.

Embracing Polysourcing: Hybrid IT governance for decentralized success

Polysourcing demands different IT governance

polysourcing-demands-radically-different-it-governance-2

In this second blog on the consequences of IT decentralization, I will address how organizations should reshape their IT governance.

Polysourcing demands radically different IT governance (2)

Polysourcing and decentralized IT governance: strategic responsibility balanced

Polysourcing demands for different governance

polysourcing-calls-for-radically-different-it-governance-1

IT is becoming increasingly decentralized. This leads to fragmentation of IT activities. To ensure that IT still contributes maximally to the organization's strategic objectives, you will also need to decentralize parts of your IT governance. In two blogs, I will explain the cause of decentralization, its impact on outsourcing, and how organizations should restructure their IT governance. This first blog focuses on the cause of decentralization and introduces polysourcing, a new sourcing form that goes beyond multisourcing.

Polysourcing demands radically different IT governance (1)

Media and entertainment

Effective growth strategies for media firms

Media growth: Organic or acquisitions?

organic-or-acquisitions-which-growth-is-more-effective-for-media-companies

"Anyone who does what they can already do, always remains what they already are." This quote from the American automotive pioneer Henry Ford is more relevant than ever. Today, innovation and investment are required. Growth is not just an option, but a necessity for media companies.

Hendrik Langen

Germany

Organic or acquisitions – which growth is more effective for media companies?

A Highberg customer story: European procurement through green glasses

European procurement through green glasses

Groene bril bud helisson kqguzgv Yrt M unsplash

Every four or five years it comes around again: procurement. The Dutch government constantly has to deal with contracts expiring that then have to be put out to tender again. So too do the Dutch provinces. Their telephony contracts expired in 2018, so in 2017 they joined forces (for the 3rd time) to jointly market their telephony with Provincial Telephony 2017 (PT2017). This is more efficient than each on their own and because of the size, they are an attractive party for the market. This allows them to make serious cost savings, both on the procedure (working together more efficiently) and on the contracts (buying larger). This involved fixed and mobile telephony connections, mobile devices and the construction and maintenance of indoor (in-house) coverage facilities for telephony, divided into five lots.
Cooperation with Highberg (fka VKA) was sought and found early in the process for the additional procurement and telephony expertise for the core team of provinces.

Rick de Rooij

Sustainability

The Next 5 years decide

Transformation endgame (part 1)

transformation-endgame-the-next-5-years-decide

Newspaper publishers are facing the biggest challenge they have ever faced in their history. The next few years demand radical action. Even if you only hear the wind rustling softly in the distance: the storm is coming, and it is brutal.

Christoph Mayer

Transformation endgame (part 1) - the next 5 years decide

Digital Strategy & Execution

A Highberg customer story: DNB, Greater clout through ICT outsourcing

DNB: Greater clout through ICT outsourcing

In 2017, the Dutch Central Bank (DNB) decided to outsource its workplace services, data center, network services, application development and application management. DNB's goal with the outsourcing was to increase the flexibility and agility of the ICT organization, achieve a relevant digital transformation and a more sustainable support of ICT services. In addition, the aim was to make the ICT more efficient. This should become possible, among other things, through the deployment of cloud technology.

A Highberg customer story: Data protection within healthcare (NEN7510/AVG)

Data protection in healthcare (NEN7510/AVG)

The careful and secure handling of (personal) data of clients is an essential component for quality healthcare. The most recent figures from the Personal Data Authority show that the healthcare sector in the Netherlands is most affected by data breaches and information security incidents.

Sander Vols

Data protection within healthcare (NEN7510/AVG): "catalyst for quality"

A Highberg customer story: The Nutrition Center's new canteen scan

The Nutrition Center's new canteen scan

The Nutrition Center is the authority that gives consumers reliable and independent information about a healthy, safe and sustainable diet. The 'Disk of Five' is familiar to many people, but in addition the Nutrition Center also provides advice on 'eating environments' and how organizations can achieve a responsible food supply. The starting point is to let the healthy choice be the easy choice.

Wilbert Enserink

A Highberg customer story: Cals College Digital, Secure and Transparent

Cals College Digital, Secure and Transparent

Good ICT support as key to flexible education

Due to the increasing digitization of education and the introduction of the AVG, security and careful handling of (personal) data and supporting resources have become increasingly important. This is also observed by the Cals College, a secondary school community with two branches: one in Nieuwegein and one in IJsselstein. The Cals has recently taken a professionalization step in the field of information management, privacy and information security. In this process, Highberg advised and provided and implemented methods to get a better grip on the management of ICT, privacy and information security. In addition, Highberg fulfills the role of Data Protection Officer (FG) and Privacy Quartermaster.

Wim Kok

Technology and Telecommunications

The challenge for Philips is to involve all employees in the execution of commitments

The Philips Sustainability Challenge​

The philips sustainability challenge

In 2020, Philips announced its ESG commitments for 2025: a comprehensive set of key commitments and ambitious targets across all the Environmental, Social and Corporate Governance (ESG) dimensions. ​Currently, the main challenge for Philips is to involve all employees in the execution of these commitments. This requires employees to become aware of the ESG commitments and ambitions, understand how they can contribute from their own role and context, and requires them to adopt and execute new behaviors. ​

Jody Pietersz

The Philips sustainability challenge​

Retail and Consumer Goods

Ndugu Coffee's mission is to make agribusiness sustainable for all stakeholders involved

Dashboarding & business development

dashboarding-business-development-for-sustainable-growth

Ndugu Coffee is a social enterprise with a mission to make agribusiness sustainable for all stakeholders involved.

Dashboarding & business development for sustainable growth

Optimize IT governance: from central control to decentralized autonomy

IT Governance, can it be more decentralized?

it-governance-can-it-be-more-decentralized

Departmental applications have been replaced by large, cross-departmental applications. Registrations are reused. Underlying infrastructure has been standardized or moved to the cloud. The control of this IT is detailed and mostly centralized. This way, the current stability can be ensured, and changes can be controlled (and compliance checkboxes can be ticked!). But are the primary processes still adequately supported? Do we still know centrally for whom and why we do things? Or do we let things slide?

(High Tech) Manufacturing and Logistics

Pon had the need for support in initiating a group-wide digital transformation

Pon - Initiating digital transformation

Pon digitale transformatie opstarten

Pon is a global player in the field of mobility products, services, and solutions, also offering hundreds of industrial solutions. Within the Pon Equipment &amp; Pon Power (PEPP) division, discussions about the opportunities and possibilities of digitization had been ongoing for some time. However, the implementation of these digital opportunities faced challenges, and the desired results were not forthcoming. This led to the need for support in initiating a group-wide digital transformation to better leverage the opportunities offered by (further) digitization.

Financial Services

Ymere aims to become an efficient and results-oriented organization

Cost-effective through data-driven working

Ymere cost effective through data driven working

Ymere is driven by its mission to provide more people with modest incomes a good home in the Amsterdam metropolitan region and aims to become an efficient and results-oriented organization.

Ymere – Cost-effective through data-driven working

AFM is optimizing and digitizing its levy process

Establishment of the levy process at AFM

Establishment of chain collaboration and control of the levy process at afm

The Netherlands Authority for the Financial Markets (AFM) is optimizing and digitizing its levy process. An advisory report has been developed by Highberg, and the next step is implementation. This involves setting up cross-departmental (chain) collaboration with effective governance and meeting structures, communicating the change, and involving the organization.

Establishment of chain collaboration and control of the levy process at AFM

Healthcare and Life Sciences

As the existing strategy was no longer current, Menzis aimed to establish a new vision

Customer service strategy development

Menzis strategieontwikkeling klantbediening

Menzis has the mission to strengthen the vitality of every individual by ensuring high-quality and affordable healthcare. Customer &amp; Operations (C&amp;O) is responsible for all operational insurance processes, customer interactions, and is the largest cluster within Menzis with 600 employees. As the existing strategy was no longer current, the director of C&amp;O, who took office in 2020, aimed to establish a new vision that transcends the cluster.

Menzis – Customer service strategy development

Energy and Utilities

After a long period of stability, Enexis is under pressure

Guiding year plan process for the BOD and EB

guiding-year-plan-process-for-the-board-of-directors-and-executive-board

After a long period of stability, Enexis is under pressure to increase productivity and reduce costs to accelerate the energy transition

Guiding year plan process for the board of directors and executive board

UNICEF has the ambition to be as agile as possible to help more children, faster

Leadership development UNICEF

leadership-development-UNICEF

UNICEF provides assistance to children worldwide and advocates for their rights. As the world's largest child rights organization, UNICEF reaches more children in more places than anyone else, with the ambition to be as agile as possible to help more children, faster.

A new service concept for the Homeless Desk of the Municipality of The Hague

From work pressure to work happiness

from-work-pressure-to-work-happiness

The Homeless Desk of the Municipality of The Hague provides assistance to the homeless, and due to the high urgency of their work, the team experiences high levels of work pressure. The goal was to establish a new service concept at a new location (driven by hospitality) with the aim of increasing the quality of service and improving the job satisfaction and working conditions of the employees. It is crucial that these improvements are sustainable and lead to lasting change.

To enhance debt relief an analysis was conducted and a game was created

Processing time debt settlement with a game

NVVK - debt settlement softened through game

The NVVK is the largest industry association for debt assistance and financial services. To enhance debt relief, Highberg conducted an analysis, implementing four interventions. The primary component was a game called the NVVK Expedition, co-created with the NVVK.

Elselieke van Aken

Processing time debt settlement phase sortened through use of game

How an effective onboarding process increases employee retention and productivity.

Onboarding a process, not a project

Saulo mohana w Nz7 5 Ev UWU unsplash

Onboarding and integrating new employees constitute an essential aspect for many companies. Research indicates that organizations that enhance the onboarding experience reap various benefits, including increased engagement, shortened onboarding periods, and <a href="https://highberg.com/capabilities/people-leadership-and-culture/talent-acquisition-retention" target="_blank" rel="noreferrer noopener">reduced employee turnover</a>. At Highberg PLC, we don't view the onboarding journey merely as a one-time project but rather as an ongoing process. This approach enables us to continually strive for optimization, as we believe there are constant opportunities for improvement.

Alex Hellemons

How an effective onboarding process increases employee retention and productivity

We guided Ctac in their organizational transformation

Organizational transformation with CTAC

organizational-transformation-with-ctac

We guided Ctac in their organizational transformation focusing on the axes of processes, governance, behavior, and leadership, with the goal of achieving higher returns, increased employee satisfaction, and enhanced customer satisfaction.

Manouk Hertogs

The HR department of ProRail aimed to achieve an Agile transformation

Agile transformation ProRail

ProRail is responsible for the railway network in the Netherlands. Together with transport companies, they work 24/7 to ensure that passengers and goods arrive safely and on time at their destinations. The HR department of ProRail aimed to achieve an Agile transformation.

Agile transformation ProRail - increasing agility and customer centricity

White paper: Research compliance and innovation

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