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Management Scope - Boardroom Insights
Top-100 Corporate Women 2024: The Grande Dame of Dutch Supervision is Back Again
Petri Hofsté is, for the seventh time, after an interlude, once again the most influential woman in Dutch business. What is more: a concentration of golden skirts prevents rejuvenation and diversification of the female contingent in Dutch boardrooms. In this year’s top 10, there is only one gatecrasher who is shaking things up, she is, also, at the bottom of the leader board.
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Annette Mosman (APG Group): ‘Diverse Leadership Is Not Just Nice to Have, It Is Essential’
Annette Mosman advocates for a women’s quota on executive boards. She believes it leads to better results, at APG too – especially with the transition to the new pension system. ‘In the new system, women will be more vulnerable to career interruptions.’
Frans Woelders (Danske Bank): ‘GenAI is Going to Change Banking’
Frans Woelders had just started working for Royal Bank of Scotland when Danske Bank offered him the position of COO. He arrived in a tumultuous period following a money laundering scandal and problems regarding debtor management. With everything brought under control now, he is dealing with the new digital strategy.
Hans Bongartz (Boer & Croon): ‘We Are Ready to Claim Our Seat at C-Level’
The boardroom increasingly demands agility, strategic thinking, and decisiveness to tackle complex issues and strategic transitions. Interim management can play a meaningful role, says Hans Bongartz of Boer & Croon. Fifty years after its founding, the executive interim-management specialist is increasingly presenting itself in the C-Suite.
Madeline Dessing (UWV): ‘Meaningful Work Contributes to Employee Well-being’
UWV, the public service provider assisting job seekers, is currently seeking employees. Central to this recruitment campaign is that professionals at UWV get to do meaningful work with substantive challenges. ‘I would recommend every company to explicitly mention significance’, says HR Director Madeline Dessing.
How Does Employee Well-being Fit Into Strategy?
Policies regarding employee well-being must be coherent and consistent and clarify how it aligns with the broader interests of the company, argue these executives.
Karin Bergstein: ‘Test Not Only the Strategy, but Also the Execution’
Karin Bergstein’s analytical approach as executive director now aids her well as a supervisory director. Strategy is a significant indicator of the quality of management.
Jeroen Smit on Really Listening and Thinking Slow
According to Jeroen Smit, directors need to listen more and slow down their thinking to ensure their organizations’ right of existence by 2035.
The Strategic Importance of Employee Well-being
Employers’ responsibility for the well-being of employees is increasing, but conversely, employees must also contribute to the ‘well-being’ of an organization.
Carsten Bittner (ABN Amro): ‘Do As The Dutch Do’
The German CI&TO of ABN AMRO needs to take cognizance of the differences between the Dutch and German cultures. His observation? They are not that significant.
Masterclass AI: ‘A Huge Impact on the Corporate World’
What are the pros and cons of using AI? Should employees be allowed to use AI in performing their tasks, and where have things already gone wrong?
The Sense (and Nonsense) of Female Leadership Programs
When female leaders see other women facing similar challenges, it becomes easier to distinguish between personal obstacles and obstacles which are systemic.
The First 100 Days as Chief Sustainability Officer at FrieslandCampina
‘Sustainability is our license to win’, says Mireille Einwachter about her first 100 Days as CSO at FrieslandCampina.
The CFO as Challenger and Driving Force
The experts at our roundtable shed light on financial management for a sustainable future. ‘The CFO determines the pace at which the organization takes the steps.’
‘Crucial That Ethics Is on the Boardroom’s Agenda More Often’
To develop a more humane governance practice, according to the participants in this roundtable, we need a far more in-depth conversation about how to deal with this.
Take Action Against Toxic Behavior, But How?
How can board members effectively enhance psychological safety within their organization and proactively address toxic behavior?
From changemaker CFO to Chief Value Officer
Streamlining the path to sustainability and innovation? It falls upon the CFO to redirect the company's course. The urgency to explore new opportunities is significant.
Leon van Riet (NN Group) on the Pension Transition
With less than four years left on the clock to achieve the pension transition, it is crucial for companies to take action, says Leon van Riet, CEO Life & Pensions at NN Group.
‘We Aim to Be the Market Leader in Sustainable Construction’
For construction giant BAM, sustainability is the key to market leadership. BAM's COO, Joost Nelis, shares how policy translates into a green reality.
Yvette Heijwegen (AS Watson): ‘Decision-Making With a Focus on Technological Flexibility’
In AS Watson's supply chain, the trifecta of capacity, flexibility, and efficiency reign supreme.
Caroline Tervoort: ‘Making a Real Impact With the Human Side of HR’
The KPMG CHRO recognizes the importance of the ‘hard side’ of HR – which includes areas like AI and data - but she believes especially in the power of the 'human side.’
‘Moving From Good to Great With New Leadership Principles’
Achmea is implementing organization-wide initiatives to enhance social safety, diversity and inclusion in order to achieve psychological safety.
About Discomfort and 'Herd Capitalism'
What would happen if you decide to let yourself, as a board member, be primarily guided by authentic personal integrity, concerns, and fantasies?
Deloitte CFO Survey: Finance and AI Make a Great Combination
CFOs are enthusiastic about the opportunities that AI offers. However, they often still find themselves searching for practical applications.
‘ASML Remains a Very Dutch Company’
The legendary co-presidents of ASML are retiring. A very good reason for an exclusive conversation on everything that contributed to ASML's evolution into a global player.
‘The Energy Transition Needs A Bottom-Up Approach’
For Angela Wilkinson, a successful energy transition does not lie in grandiose projects. Rather, local initiatives that enthuse citizens will be a great help.
Trust And Cooperation As Building Blocks Of The Energy Transition
Trust and cooperation are the real success factors of the energy transition – and perhaps even more decisive than technology or money.
Future energy leaders
The longing for a society that is cleaner and more innovative is how one of the three young professionals at our roundtable summarizes the essence of the energy transition.
Kuldip Singh: ‘Ask Yourself How It Can Be Done Ten Times Faster and Better’
An open conversation with upcoming top non executive Kuldip Singh about backbone, the importance of diversity and the power of digital transformations.
The Challenges in Making the Value Chain More Sustainable
Tony Chocolonely and BAM Group have different challenges in making the value chain more sustainable accountable but share their intention to get others moving.
Kitty Koelemeijer: 'Becoming future-proof? Tackle supply chain'
More cooperation in the supply chain is critical to make companies future-proof, says professor and supervisory director Kitty Koelemeijer.
‘Productively Sparring Supervisory Director Makes All The Difference’
Essimari Kairisto is the highest-ranking woman and highest-ranking foreigner on the list of emerging top supervisory directors, the Management Scope Next50 2024.
Take Responsibility Of The Chain And Accelerate Progress Together
More and more directors are intrinsically motivated to make their company's value chain more sustainable and fairer. Legislation can help in this regard.
Artie Debidien: ‘Willingness To Change Has To Be Mobilized’
Artie Debidien is CIO B2C of KPN and a supervisor of three organizations, including De Nederlandsche Bank. She demands renewal and innovation wherever she goes.
Leadership Qualities As a Risk Factor For Transgressive Behavior
Transgressive behavior, a sickened or toxic work atmosphere and psychological insecurity.... Board members in particular constitute a serious "at-risk group.
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