Business Agility

Van HR-Business Partner naar Transformation Consultant

Highberger Philippine den Brave

Philippine den Brave

Voordat Transformation Consultant Philippine den Brave zich aansloot bij Highberg, heeft zij ruime ervaring opgedaan in het HR-veld bij Danone en ING. Waarom heeft zij deze switch gemaakt en hoe heeft Highberg haar hierbij geholpen? Je leest het in het interview hieronder.

Netherlands

Highberger Philippine den Brave: Van HR naar Transformation Consultant

Organizational

Kelly Hauwert over haar reis van trainee tot senior consultant.

De reis van trainee tot senior consultant.

Microsoft Teams image 2

In 2022 genoot Kelly Hauwert van haar tweede promotie bij Highberg. Terwijl ze zich voorbereidt op haar nieuwe rol als Senior Consultant bij het adviesbureau voor organisatietransformatie, sprak Kelly met Consultancy.eu over hoe de ondernemende en warme cultuur van het bedrijf haar heeft geholpen om te groeien terwijl ze zich thuis voelt.
Ze zou adviseur worden. Na een kort uitstapje in de wereld van de public relations hoorde ze echter over een consultancy-traineeship bij Highberg dat haar interesse wekte.
Na gesprekken met enkele collega's en partners van het bedrijf, en het succesvol doorlopen van een capaciteitsevaluatie, bevond Kelly zich al snel als werknemer bij Highberg.

Kelly Hauwert

Innovation Management

Government and Public Sector

Navigeren door IT-budgetuitdagingen

Kostenbesparing: strategie of gevecht?

Kostenreductie, een gevecht met Badr Hari?

Ik kreeg laatst een vraag over kostenbesparingen op IT. De vraag was eigenlijk wat ik daarvan vond en hoe ik dat zou doen. Nog voordat ik kon beginnen met het vertellen van een verhaal kreeg ik wel een randvoorwaarde mee: het IT budget moet omlaag, dus geen ‘vlucht naar voren’ met hogere IT kosten en mogelijke baten in de business. Laatstgenoemde gaat over besparen mét IT, en niet zozeer over besparen óp IT. Deze randvoorwaarde gaf mij wel meteen het gevoel met mijn armen op mijn rug in handboeien een gevecht met Badr Hari te moeten aangaan. Toch zie ik wel kansen.

Ruud Boot

Digital

Balanceren tussen innovatie en stabiliteit

Is Agile werken het einde van ITIL?

is-agile-werken-het-einde-van-itil

Geen lange rijen meer op het gemeentehuis, maar je parkeervergunning gewoon vanaf de bank regelen. Of nog even een betaalverzoekje sturen via whatsapp na een avondje stappen. Dit vinden we tegenwoordig heel gewoon. Diensten zijn overal en altijd beschikbaar. Daarbij staan klant/burger steeds meer centraal. Dit vereist aan de ene kant continue innovatie. Aan de andere kant moeten de diensten wel altijd en overal beschikbaar zijn. Hierdoor belanden veel organisaties in een spagaat tussen het snel reageren op veranderende behoeften en het 24/7 diensten aanbieden. Organisaties zoeken daarbij naar manieren om aan deze vragen te blijven voldoen. Het lijkt soms wel of deze elkaar dan uitsluiten. Hieronder kijken we naar twee voorbeelden van gangbare raamwerken van continue innovatie en 24/7 diensten. Ook kijken we op welke manier deze kunnen bijdragen aan het leveren van business waarde.

Pim Schouten

Op weg naar effectievere maatschappelijke dienstverlening

Van macht naar aanzien

van-macht-naar-aanzien

<h4>In het afgelopen jaar is in diverse rapporten kritisch geschreven over een overheid die faalt in het vervullen van haar maatschappelijke functie [1]. Niet alleen wordt er op verschillende vraagstukken een onvermogen geconstateerd om problemen op te lossen en de gevraagde maatschappelijke waarde te creëren, maar wordt zelfs vastgesteld dat de menselijke maat uit het oog wordt verloren en daarmee juist schade en leed worden aangericht. De roep om een overheid die meer gericht is op het aanpakken van maatschappelijke opgaven neemt toe.</h4>

Zet niet de trend maar de klant centraal!

Innovatie en transformatie?

Innovatie-en-transformatie

Innovatie, digitale disruptie, en transformatie zijn termen die je tegenwoordig overal hoort. Hoe moet je hier als organisatie mee omgaan? Als je niks doet, hoor je er dan nog wel bij, of mis je misschien de boot? En als je wel mee gaat, wat moet je dan eigenlijk precies dóen? En welke risico’s zijn er dan?

Innovatie en transformatie? Zet niet de trend maar de klant centraal!

Driving business agility

SAFe pioneer: Michael Stump

safe-pioneer-michael-stump

In this show we will have exciting, inspirational and informative conversations with transformation leaders, subject matter experts and trainers - focusing on the ins and outs of Agile transformations.
In this this first episode we are talking to Michael Stump, COO of <a href="https://www.gladwellacademy.com/" target="_blank" rel="noreferrer noopener">Gladwell Academy</a>.

David Sieweke

(High Tech) Manufacturing and Logistics

Bas Engel's Agile insights

Driving Agile change at ASML

driving-agile-change-at-asml

In this episode, we are talking to Bas Engel, Director of the DUV Program at <a href="https://www.asml.com/en" target="_blank" rel="noreferrer noopener">ASML</a> and a certified SPC (SAFe Program Consultant).

Revolutionizing hardware development with Lean & Agile methods

NPD: Agile methods

lifting-new-product-development

In this episode we are talking to <a href="https://www.linkedin.com/in/erdogangulyaz/" target="_blank" rel="noreferrer noopener">Erdogan Gülyaz</a>, Head of Product Lifecycle Management and Lean Product Development within the Home Solutions Business Unit at <a href="https://www.tkelevator.com/global-en/" target="_blank" rel="noreferrer noopener">TK Elevator</a>, where he focuses on accelerating idea-to-market of new products. He is also Visiting fellow at Nyenrode Business University in the Netherlands.

Lifting new product development

Navigating product-project dynamic: Roles, strategies, and success in Agile environments

Agile harmony of product & project management

product-management-and-project-management-in-the-age-of-agile

Product management and project management are disciplines which are often confused by many people, including all levels of business executives. The arrival of Agile methods has brought further unclarity between these two terms.

Martin Andreev

Product management and project management in the age of Agile

Engaging suppliers in your agile journey for a more robust, responsive business

Business agility is not a one-man game

Business-Agility-Is-Not-a-One-Man-Game

In the current era, organications are hardly self-sufficient, but part of a supply chain or at least relying on multiple suppliers. In transformations towards Business Agility, this means that the lack of inclusion of suppliers in such a transformation can become a deterring factor. In this article, we'll take you through five ways to mature and change the collaboration between client and supplier, but also provide you with possible collaborations with new suppliers.

Noah van Kessel

Trends in how to improve strategy execution for responsive organizations

Agile Strategy Execution

Pexels the lazy artist gallery 1199967

Towards an iterative strategy definition and execution process
 
The last decade, organizations are more and more confronted with different competitive pressures. Emerging technologies, rising consumer expectations, complex value chains and changes to the way people live and work are just a few factors that trigger organizations to rethink their strategy. Combined with a relatively poor track record on large scale change execution, this has created a need for organizations to reinvent their strategy definition and execution processes.

Jerom Fiedler

Koen Harbers

Trends in strategy-execution

Prioritization methods & techniques (part 4)

Value vs. Effort matrix: Lean approach

Value-vs-Effort-Matrix-Lean-approach

In the previous article,  <a href="https://highberg.com/insights/eisenhower-matrix-for-time-management">Eisenhower matrix for time management</a>, I talked about the Eisenhower matrix as a prioritization method. In this fourth article in the series on prioritization methods and techniques, I will discuss the Value vs. Effort matrix.

Building the Product Management capability to drive business results in the digital age

Product-led impact

product-led-impact

There is little doubt that few businesses function, let alone flourish, without digital technology supporting them. The positive impact of fintech on profitability in the banking sector is well-established[1]. The automotive industry has been rocked by Tesla’s “over-the-air updates”. The energy sector is trying to keep up with the demands placed on its capabilities to support a wide array of EV charging solutions. The pharmaceutical industry has launched its own version of Industry 4.0 with its vision for Pharma 4.0. No surprise - digitalization tops the list of transformation priorities everywhere.

Matthijs Breeuwsma

Financial Services

Igniting a culture of innovation with the COIN Framework

From ideas to continuous innovation

from-ideas-to-continuous-innovation

A little over a year ago Achmea Schade Bedrijven, the Business-to-Business arm of the biggest Dutch insurance company, decided to structure their innovation processes using the <a href="https://continuousinnovation.net/" target="_blank" rel="noreferrer noopener">Continuous Innovation (COIN) Framework</a>. The trigger was the large number of innovation projects and initiatives but a lack of concrete outcomes and results, combined with a company-wide sentiment of “simply not getting around to it”. We sat down with Innovation Manager Nicole Stroeken to reflect on the results and learnings, as well as to discover the current challenges and next steps for innovation within Achmea Schade bedrijven.

Liz Derks

3 critical success factors derived from the COIN Framework

Unlocking corporate innovation

unlocking-corporate-innovation

Change is happening faster than ever. From Schumpeter (1942) identifying “gales of creative destruction” lasting fifteen years to Clay Christensen (1995) describing disruptive innovation cycles of five to seven years; we are currently in an era where any innovation could impact existing markets in as little as a year. Needless to say, this leaves a rather small window of opportunity to get in on the action, especially for large, risk-averse corporations. In preparation for my new role as consultant at BlinkLane Consulting, now known as Highberg, I recently participated in its <a href="https://continuousinnovation.net/" target="_blank" rel="noreferrer noopener">Continuous Innovation</a> (COIN) training. Having supported startups and small businesses in their innovation efforts over the past years the jargon, rituals and mechanisms were far from unfamiliar to me. Having these placed in a comprehensive framework, designed to create a continuous flow of idea development in a corporate setting, however, was eye-opening. Find below some of my key take-aways.

Prioritization methods & techniques (part 5)

WSJF for backlog prioritization

WSJF-for-backlog-prioritization

In my previous article,<a href="https://highberg.com/insights/value-vs-effort-matrix-lean-approach"></a> <a href="https://highberg.com/insights/value-vs-effort-matrix-lean-approach">Value vs. Effort matrix: Lean approach</a>, I talked about the Value vs Effort matrix as a prioritization method. In this fifth article in the series on prioritization methods and techniques, I will discuss the Weighted Shortest Job First (WSJF) model.

Guiding organizational growth and innovation with proven portfolio techniques

Innovate smartly: Portfolio power

innovate-smartly-portfolio-power

Do you prioritize ongoing innovation initiatives to ensure a focus on the chosen strategy? Is your organization working on innovations that actually have the highest priority? Strong portfolio management helps you in making sure this is the case.

Bronte Verhoeven

Prioritization methods & techniques (part 1)

Why prioritize?

why-prioritize

This is the first in a series of articles about prioritization methods and techniques. My personal objective with this series of articles is to raise awareness among product people (combined term for product managers and product owners) in the product management community, but also among project, program and portfolio managers, about some of the best prioritization methods, their main features, pros and cons, and the most suitable use cases for each method. In the final article in the series I will compare the prioritization methods based on specific criteria, so that the reader can make an informed decision in which situation a given prioritization technique can be most effective.

But before diving into the first prioritization method, the Kano model, which will be covered in this first article, I would like to explain the need to prioritize and what the main challenge with prioritization is.

Prioritization methods & techniques (part 6)

A comparison of prioritization methods

a-comparison-of-prioritization-methods

There are many prioritization methods out there, but in the last couple of weeks, we covered five of them in detail – <a href="https://highberg.com/insights/why-prioritize">Kano model</a>, <a href="https://highberg.com/insights/the-moscow-method-for-prioritization">MoSCoW method</a>, <a href="https://highberg.com/insights/eisenhower-matrix-for-time-management">Eisenhower matrix,</a> <a href="https://highberg.com/insights/value-vs-effort-matrix-lean-approach">Value vs. Effort matrix</a> and <a href="https://highberg.com/insights/wsjf-for-backlog-prioritization">WSJF model</a>. Product managers and product owners (but also project managers) can use these prioritization methods and techniques to prioritize their backlogs, no matter if we are talking about prioritizing big epics (or projects) and initiatives or smaller items such as user stories and even tasks. But how do we decide which the best prioritization method is?

Prioritization methods & techniques (part 2)

The MoSCoW method for prioritization

the-moscow-method-for-prioritization

In my previous article, <a href="https://highberg.com/insights/why-prioritize">Why prioritize?</a>, I talked about the need to prioritize and the Kano model as a prioritization method. In this second article in the series on prioritization methods and techniques, I will discuss the MoSCoW method.

Prioritization methods & techniques (part 3)

Eisenhower matrix for time management

eisenhower-matrix-for-time-management

In my previous article,<a href="https://highberg.com/insights/the-moscow-method-for-prioritization">The MoSCoW method for prioritization</a>, I talked about MoSCoW as a prioritization method. In this third article in the series on prioritization methods and techniques, I will discuss the Eisenhower matrix.

Transforming the Dutch semi-public sector: Agile portfolio success

Agile impact: Dutch public sector

agile-impact-dutch-public-sector

Highberg (formerly known as BlinkLane) partnered with a major Dutch semi-public sector client for an agile transformation in portfolio management. The project included designing a new process and implementing a strategy over nine months. Despite external challenges, the impact was undeniable, leading to improved workflow, better prioritization, and sustained organizational agility. The client is now empowered to continue the transformation independently.

Romée Kuijpers

Exploring unseen answers, igniting innovation

Unveiling hidden solutions

design-thinking-unveiling-hidden-solutions

Design Thinking has sadly been boxed (by most) into the category of consumer goods or user experience. True, Design Thinking is a consumer-focused problem-solving method, so it’s easy to fall into that trap, but, at the end of the day, everyone has a direct consumer of their work. What Design Thinking does is it asks the “why” behind the reason that the person might need the program. Design Thinking can be used to see if there is a better way of doing something to address the underlying need of a consumer, and it does so quickly and cheaply. In the example that you will see later, our client needed to create a new product based on data services and we used Design Thinking to figure that out.

Daniel van Zuydam

How urgency of crisis fosters a culture of agility, innovation, and rapid decision-making

Crisis-driven business transformation

crisis-driven-business-transformation

In an earlier piece my colleague argued that the impact of the COVID pandemic will likely be overestimated in the short term but underestimated in the long term. It goes on to show how creating a responsive, adaptable organization is key to navigate the uncertainties associated with the economic aftermath. current crisis’ economic aftermath. And any future crises. Yet at the same time, many companies have shown exceptional agility during this period.

Transforming financial processes for dynamic agility and efficient value stream funding

Why still fight for budget priority?

why-still-fight-for-priority

Did you ever feel the frustration of having all the necessary budget approvals, but still having to defend yourself before your agile-embracing department will finally spend time on it? Program and project managers, strategy managers and business executives that are dependent on others for execution will recognize this frustration. It’s one thing having to defend yourself to the investment committee, or even to the CEO to get your strategic business case approved. It’s something else entirely if that victory to a seemingly uphill battle only gets you into another, even murkier one. You’d be glad to hear you are not alone. We have many anecdotes like these. For all the reported benefits of the agile way of working, this side effect is rarely considered enough.

Budget approved: Why still fight for priority

The power of cadence and synchronization for thriving in fast-paced business environment

Syncing to the rhythm of change

syncing-to-the-rhythm-of-change

In these uncertain times, the demand for services and products can change drastically: either becoming obsolete or requiring a sudden change of direction. Significant less or more demand for a product or service is a nightmare to those who fail to adapt fast enough, but can be seen as a golden egg to those who jump on first. The impact of the global coronavirus pandemic forced many organizations to have their employees working remotely, which is an added challenge for companies that try to continue their business as usual while exploring new opportunities simultaneously. This emphasizes the importance of building a way of working that enables the sustainable, valuable and efficient execution of organizational strategy.

Priya Panday

Navigating the Agile journey: from tentative steps to full-scale transformation

Surpassing 'Agile-Ish' ways of working

surpassing-agile-ish-ways-of-working

BlinkLane Consulting (currently part of Highberg) has recently been ranked as the number one consultancy in the Netherlands in the field of Agile by <a href="https://www.consultancy.nl/rankings/beste-adviesbureaus-per-vakgebied/agile" target="_blank" rel="noreferrer noopener">Consultancy.nl</a>. This tip of the hat to BlinkLane’s track record of over 100 successful scaled Agile implementations in some of the world’s largest and most influential organizations is indicative of a much broader global trend. Since the early 2000s the Agile movement has been gradually building up steam. This is reflected in both its application - for example the extension of Agile practices into non-software organizations - as well as in its prevalence and adoption across the globe. We’ve witnessed a continued upward trajectory in the number of organizations that are either dipping their toes into Agile, or, in some instances, diving in head-first.

Amy van Zuydam

Energy and Utilities

Agile strategies in recycling & waste processing industry

Transforming IT for sustainability

transforming-it-for-sustainability

Our client is a major player in the recycling and waste processing industry in The Netherlands and Belgium. They are on a mission to become an industry leader in the circular economy, processing waste into valuable raw materials.

Reinier Kersbergen

Simon Atteveld

Addressing core challenges to foster a truly Agile, customer-focused business environment

Achieving Agile mastery

achieving-agile-mastery

Abstract
Organizations applying the Scaled Agile Framework (SAFe) encounter three common challenges: (1) translating traditional hierarchy in SAFe roles, (2) keeping a top-down approach in the definition of value-driving initiatives, and (3) managing program execution without seeking for adaptation. As a result, applying SAFe causes increased complexity and overhead to their current setup without achieving consistent business outcomes.
By creating a network organization, enhancing inclusiveness of bottom-up initiatives and focusing on creating teams autonomous in the production of value, companies will be able to apply SAFe to achieve a customer-centric and adaptive organization. As a consequence, that will lead to better business outcomes.
The aim of this article is to discuss these challenges and provide our insights on how to tackle them. Highberg's goal is to help leaders and change agents avoid them and significantly improve the effectiveness of the transformation towards Business Agility.

Ali Hajou & Francesco Corda

Francesco Corda

Empowering transformations in workplace through dynamic and continuous learning strategies

The newest member of change agents

the-newest-member-of-change-agents

Change is the word of the day when we talk about transformations. Organizations are in a constant state change in both tangible and intangible ways. In a tangible way we are changing processes, KPIs, and governance structures etc. However, in an intangible way we are also changing behaviors, culture, and knowledge. We also know that in order to ensure that change is accepted and even more so embraced – open, and constant communication is key.

Fiona Munshi

Technology and Telecommunications

Navigating agile adoption challenges and lessons: Enhance predictability and satisfaction

Moving a giant in telecom

moving-a-giant-in-telecom-an-agile-transformation-tale

Over a span of almost two years, a team of consultants supported the Agile transformation in a service area of Germany’s largest telecommunications company. This service area works on a project basis and was challenged by the long lead time of projects leading to unreliability issues and a high workload for employees. To resolve these challenges, a reorganization and Agile transformation was initiated with the goal of increasing predictability and employee satisfaction of the technical teams.

Valerie Gögel

Supplier strategies, focus on tendering, contracting, and execution for optimal results

Mastering agile supplier collaboration

mastering-agile-supplier-collaboration

You are amid your Agile transformation. Teams are working Agile; teams of teams are effectively managing their dependencies, and your portfolio management is transparent and gives direction to the teams. You are continuously improving, and yet, while you have made progress regarding your speed of delivery, you are still experiencing delays in your end-to-end delivery. In the current era, end-to-end delivery often means that somewhere along the process of value delivery, you need suppliers. This can be in the form of essential physical or software components, expertise or resources. It is therefore not strange, when performing a root cause analysis or any other method you have used to tackle impediments, you come to realize that you suffer from misalignment with your suppliers. Examples are that delivery of components is not on time, communication is difficult, or the supplier isn’t on the same page as you are - trying to maximize your internal delivery. Logically, your first thought would be to improve the way you work together.

Healthcare and Life Sciences

Pharma adopt three pivotal strategies enhancing tech progress and strategic development

Revamping pharma: Agile strategy shifts

revamping-pharma-agile-strategy-shifts

The last decade, organizations are more and more confronted with different competitive pressures. Emerging technologies, rising consumer expectations, complex value chains and changes to the way people live and work are just a few factors that trigger organizations to rethink their strategy. Combined with a relatively poor track record on large scale change execution, this has created a need for organizations to reinvent their strategy definition and execution processes.

Eelco Rustenburg

Florian van Santen

Retail and Consumer Goods

Belgian supermarket chain pioneers hybrid portfolio model, merging agile and traditional

Portfolio magic: Agile meets traditional

portfolio-magic-agile-meets-traditional

Over a period of six months, a group of consultants supported one of the major supermarket chains in Belgium to define a hybrid portfolio management model that would combine traditional and agile practices and processes. The intended goal of the hybrid portfolio set-up was to enable and streamline the execution of app and website products through Agile development teams in a waterfall environment. The hybrid portfolio management model would be trialed as part of the launch of a new business unit and continuously improved along the way as the implementation takes place.
With the launch of a new business unit, the company wants to centralize the competencies required to develop and launch website and app products. From experience with other product execution in traditional business units, the management team found the lead time and predictability thereof to be low and wanted to prevent similar challenges for the new business unit. Management also experienced misalignment in product priorities and therefore the cascading of strategy to execution. Highberg was asked to identify key challenges in the traditional set-up of business units and to propose a hybrid model that would prevent the same challenges and enable ultimate success.

A guide to moving from start-up to scale-up for quality, professionalism and speed

Revolutionizing product development

revolutionizing-product-development-for-growth

At a time when technological developments are increasingly influencing our everyday lives, we may be on the cusp of a new era. Much like the invention of the Internet revolutionized our lives, Artificial Intelligence (AI) could bring about a similar change. Especially in recent weeks, generative AI has gained significant traction, fueled by the debut of the free OpenAI model ChatGPT. A tool that has made this new type of technology more accessible and accessible to many in the first place. And while people are having wedding speeches and homework created by ChatGPT, the world of work has not been left untouched by this development.

Talita Lemes

Revolutionizing product development for growth

ProRail omarmt Agile voor efficiënt, strategisch HR- en operationeel beheer

ProRail – Agile transformation

ProRail-Agile-transformation

ProRail is verantwoordelijk voor het spoorwegnet in Nederland. Samen met vervoerders werkt zij 24/7 om reizigers en goederen veilig op hun bestemming te krijgen. De HR-afdeling van ProRail wilde een Agile-transformatie doorvoeren.

Ontdek de dynamiek in de gezondheidszorg in het digitale tijdperk

Vijf transformatietrends in gezondheidszorg

vijf-transformatietrends-in-de-gezondheidszorg

De afgelopen jaren hebben we een groeiende belangstelling gezien onder bedrijven in de gezondheidszorg om te investeren in organisatorische transformatie. Dit bracht ons - transformatieconsultants met verschillende achtergronden in de gezondheidszorg - ertoe om de trends te verkennen die deze behoefte aan verandering stimuleren. We spraken met managers en experts in de gezondheidszorg en farmaceutische industrie. Door onze kennis te combineren met die van hen, onderzochten we de vijf meest urgente drijfveren voor transformatie in de gezondheidszorg. In dit artikel zullen we deze onderzoeken en ze koppelen aan organisatorische capaciteiten die organisaties volgens ons moeten beheersen in de digitale wereld van vandaag.

Mika Ambrose

Strategieën voor IT-uitdagingen

Dilemma: Besparen of Investeren?

Het ligt alweer even achter ons, maar enkele weken geleden presenteerde het kabinet op Prinsjesdag de miljoenennota 2021. De begroting van de staat der Nederlanden kent de nodige uitdagingen, waaronder: een groeiende werkloosheid, een oplopend begrotingstekort én een stijgende staatsschuld die boven het Europees afgesproken maximum van 60% schiet. Mede door een investeringsfonds van € 20 miljard probeert Nederland zich uit de crisis te investeren. Maar hoe zit dit voor uw organisatie? Moet u besparen? Kunt u investeren in IT-oplossingen? Kortom hoe draagt uw ICT-organisatie bij aan de uitdagingen om de door uw organisatie geleverde producten en diensten betaalbaar te houden? 
De economie krimpt in 2020 met 5% volgens het Centraal Planbureau, tegelijkertijd verwachten zij voor volgend jaar dan weer een groei van 3,5%. Al met al zien we dan in twee jaar tijd wel een krimp, maar die is te overzien. Deze krimp zal groter zijn als de tweede Corona golf langer duurt en zware maatregelen met zich meebrengt. De mate waarin dit gevolgen heeft voor uw organisatie zal dan weer afhangen van de branche waarin u werkzaam bent. Wij zien en horen dat de overheid komend jaar de IT-budgetten niet direct naar beneden brengt, maar als u in de reisbranche of detailhandel actief bent kunt u wel eens voor grote uitdagingen komen te staan. Uitzonderingen, zoals bijvoorbeeld webshops daargelaten. Als uw organisatie voor de uitdaging komt te staan om de kosten naar beneden te brengen zijn er grofweg twee manieren om door en uit de crisis heen te komen:

Joost van Lier

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Ralph Hofman

Partner

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