- sjoerd.hogenbirk@highberg.com
Doing better today than yesterday isn’t an ambition — it’s a principle for staying relevant. At Highberg, we help organizations strengthen performance by connecting client satisfaction, employee engagement, and operational excellence into one continuous flow of improvement. By aligning people, processes, and purpose, we turn performance into a shared movement rather than a top-down target.
Our approach is holistic: we look beyond KPIs and processes to understand the human and behavioral patterns that shape outcomes. Working side by side with leadership and teams, we build transparency, collaboration, and accountability into everyday operations. Through coaching, data-driven insights, and hands-on guidance, we help you design rhythms of improvement that endure — where learning becomes habit and better is always possible.
Performance improvement starts with curiosity — asking the right questions, not just reporting the right numbers. We identify the drivers of performance across your organization, from customer experience to leadership behavior, and help you design feedback loops that turn insight into action. With this foundation, we empower teams to experiment, measure, and adapt, fostering a culture where improvement is not an initiative, but a mindset. Because performance, at its best, is a shared commitment to progress.
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Many business school classrooms echo with lectures on the value of precise, analytic approaches to management. Yet when we look at what is happening all around us, there is a big gap between what we are taught and what we do in our own organizations. Measuring the value we are delivering, and how we are delivering it, is not always obvious to leadership teams. A reason can be found in the varying opinions on measurement effectiveness in the first place. Some organizations are doing just fine without too much measurement. To others, these systems might seem more like a luxury than a necessity given their day-to-day worries. It is not seen as critical for survival, yet.
The traditional performance review system was time-consuming for TNO’s managers but didn’t always yield valuable results. It was time for a radically new performance management approach, thought HR Innovation Manager Dagmar Beudeker and Senior Labor Law Specialist Eveline Glaser . The result: Empower .
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.