Gerrit Buitenhuis, Chief Supply Chain Officer (CSCO) at hospitality wholesaler Sligro, says he needs to achieve ‘only’ three things: choose the best suppliers, keep the internal organization in order, and arrange transport to the customer properly. Of course, all those KPIs have specific challenges, but Buitenhuis insists that it is best to keep things as practical as possible. ‘We are not types who devise imposing scenarios or complicated strategic plans at arm’s length.’

HEMA has been doing well since it changed hands in 2020. In 2021, the company wrote black figures for the first time in years. In 2022, profits grew to 31.6 million euros. What does this mean for the logistics operations, the backbone of any well-functioning retail company? Chief Technology Officer Pieter Heij explains: ‘Selling as many manageable, easily transportable products as possible, that is the key.’

In her capacity as Chief Executive of Northern Europe at Randstad, Dominique Hermans observes striking parallels in labour market challenges across European nations. ‘There exists a significant gap between supply and demand, and everyone is in search of solutions to this scarcity. We need a broader perspective and a talent-centric approach to redefine the labour market.’

She is no super-specialist. When taking on a new role, Robeco CEO Karin van Baardwijk always asks herself: what are the issues and what would success look like? With the insight gained, she, together with stakeholders, determine what would be needed to achieve it. Because Baardwijk, in her own words, thinks differently from others in the company, she takes an open approach to issues. An example is how to optimise talent. ‘When the knowledge of our investors converges with that of our sustainability specialists, you can feel the energy and innovation in the room.’

From big blue retail boxes to an online homeware store where customers can shop 24-7. The retail group IKEA has become a completely different company in a short period of time through embracing technology and digitalization – although at the outset, the right digital competencies were not in place. Chief digital officer Wim Blaauw sees opportunities as well as risks. ‘Our focus on equality, diversity and inclusion must not be compromised by the use of artificial intelligence.’

Data, financial and non-financial, are essential for Rabobank. Chief Innovation and Technology Officer Bart Leurs talks enthusiastically about the opportunities associated with the Artificial Intelligence era and how he is preparing the organization on this front. Currently, he is doing so by investigating what interventions are needed to mitigate risks. ‘Things can after all also go horribly wrong with AI, and we saw that developers started experimenting very enthusiastically.’

What motivates Signify CFO Javier van Engelen is clear: he is convinced that the lighting company can make a positive impact and therefore wants to contribute to the group’s vision and strategy. The fields of finance, IT and data reinforce each other: ‘Insight into financial flow as well as information flow leads to a better understanding of the company - the CFO’s field.’

Saskia Klep put a ‘definitive full stop’ behind a long and challenging change process. The CEO of Saxo Bank Netherlands led the integration of clients from Dutch BinckBank to Danish Saxo’s investment platform in recent years and shares her lessons learned. ‘It was an extremely hectic time.’

Developments in data and Artificial Intelligence (AI) are moving incredibly fast. But which solution do you invest in? That is a question many executives struggle with. Valcon partner Sander de Jongh lists the most important investment trends.

Behind ESG goals lies a huge scope of issues. The amount of work involved in implementing ongoing improvements in sustainability is so vast that it delays (and for some even paralyzes) the process. The authors, associated with Valcon, recommend a pragmatic approach: start with what slows down progress and split up the enormous task into parts.

Financial institutions are working hard to become more sustainable. In doing so, they are strongly regulatory driven. Often too strongly, write Jeroen Bos and Ivar Kunst-Palmieri of Valcon.

"I did not know what profession I wanted to go into, so I became a consultant," is something Geert van den Goor hears every now and then. 30 years ago last month, Van den Goor started working as a consultant at Andersen Consulting. He has come to realize that being a consultant definitely is a profession and while the work has evolved, the core remained the same: It is still about assisting clients.

What determines the COO's agenda in times of polycrisis? There was fervent discussion during the COO debate & dinner organized by Mgmt. Scope and consultancy firm Valcon. Everybody is struggling: from a director realizing that the company finds itself in a weaker position with regard to suppliers, to a COO outlining the challenging aspects of working from home. Nothing appears to be more difficult for an established company than growing in changing markets and circumstances. “You can make a difference, especially in challenging times.”

Chief operating officers are often occupied with day-to-day operational concerns. Joost de Haas, Partner at consulting firm Valcon, contends that COOs must once again become co-owners of certain strategic areas, and explains what they should focus on to find future success and remain a key player in the board room.