What Do You Really Want? is a book designed for those who recognize that it’s time to change direction but find themselves uncertain what to do next. “My current occupation no longer aligns with who I want to be, and I’m eager for a transformation, yet I don’t know which steps to take first.”

If you find yourself uncertain about whether you’re in the right place, it doesn’t necessarily imply that you’re in the wrong job. In fact it’s more probable that you’re experiencing ...

Sounds familiar?

• You want to make a difference, but intangible forces seem to be working against you;

• New initiatives always seem to be trumped by established procedures;

• All-too-quickly you find yourself once again doing what you were so determined not to do;

• The fact that nothing ever really changes in the organisation makes you despondent.

Systems form everywhere. You yourself are part of a system, but you can exert influence on it. Hidden away under the guise of organisati...

In de wereld om ons heen vallen organisaties om en is er veel ontwrichting. Als we echter allemaal ons werk doen in de wereld en anderen ondersteunen om hún verschil te maken, dan vullen we ons deel in bij het helpen creëren van een wereld die wél werkt. Daar hebben we een nieuwe set vaardigheden en instrumenten voor nodig en bredere capaciteiten voor bewustzijn en perceptie.

Volgens Seale moeten we verder kijken dan de geijkte op kennis en onderzoek gebaseerde methodes en leren meer ontd...

Digital Information Design (DID) is primarily a business information management (BIM) model. As with any model it is used to help you to describe problems and test potential solutions. DID is not like any other method or framework model; it is independent of any other existing model or framework and does not claim to manage the entirety of the design of business information services. DID identifies useful and widely used best practices that are designed specifically for use in any phase of bu...

What defines whether a project or programme is “good” or “bad”? When we’re striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now.

“The fact that hierarchical organisations require ever more rules, procedures and control to function is a clear indication that this model has reached the end of its operational life.”

Evert Bleijenberg MBA

In nature, groups of more than fifty members behave like self-organising swarms, while smaller groups are hierarchically led by alpha leaders. Human organisations, regardless of size, try to maintain control through hierarchy, assuming that the hierarchical leadership principles of sm...

From strategy to execution: how performance indicators can help

A common pitfall for organisations is that they – albeit often unknowingly and with the best intentions – create barriers for a successful execution of their strategy by implementing conflicting Key Performance Indicators (or KPIs). This comes at the expense of customers and fixing the mistakes takes a lot of time, effort, and money. KPIs don’t generate the desired performance improvement and the daily delusions continue to...

Our world is changing. It changes at an accelerating rate. So should we, if we want to keep up with the change. We need to re-invent ourselves, as we have been re-inventing our environment. We have become the chief architects of life on earth. But the chief architect more resembles the magician’s apprentice, because the impact of change we are causing is beyond our grasp, creating climate change and upsetting our ecosystem.

Paradoxes of Leadership is written for the leaders and shapers of ...