Implementation and Transformation
A good strategy is one thing, actually implementing that strategy is quite another. Obviously, the parameters include good people, good leadership, a good HR system. But when it comes to the implementation itself, the past few decades have been a true roller coaster for the chief operating officer (COO) and his/her troops.
At the cradle of this roller coaster are some major trends. At an accelerating pace after the fall of the USSR, companies have started to look internationally for their purchasing and supply chains. Complex factors affect those decisions. Price matters, but so does quality of production, availability of raw materials, other production, and so on. For a few years now, however, the trend of internationalization has been halted: the trade relationship between China, the United States, European countries and Russia has come under increasing pressure.
Both this earlier expansion of the supply chain and the recent setback present COOs with major challenges. First it was ‘am I on the right track?’ Now it is also ‘what if the course I took no longer exists?’ Since 2020 this trend has been reinforced by the threat of pandemics, which can simply endanger companies' access to certain countries: a logistical nightmare.
The second major trend is that of digitalization. That is nothing new, of course. The letter was followed by the wire transfer and then by the fax and telephone. But with the arrival of the Internet combined with fast computers, this evolution has accelerated. ‘Digitalization’ is what we call it, and disruption: business models are changing so fast through digitalization and the rise of artificial intelligence that it is no longer a question of evolution but rather of revolution. It is up to the COO to keep up with this pace in the process of implementation.
This is a hell of a job because it means that such an implementation requires not only its own implementation strategy but also a great deal of entrepreneurship. After all, which IT infrastructure do you choose, does it have to be top of the line or perhaps cheaper than that used by the competition? Do you develop it yourself or do you outsource? Does the same hold for technological progress in production? What about marketing automation, robotization, warehousing, fulfilment and other logistics? How sustainable should your transport be? How local will production need to be?
The COO position may still be a position that, in the hierarchy, is just below the executive board, frequently in the executive committee (the ExCo), but, in terms of responsibilities, the position is not inferior to the top jobs of CEO and CFO.
Paul de Krom (Louwman Group): ‘Mobility Services Are the Future’
The Louwman group is transitioning from car importer to mobility provider. Paul de Krom has been the new CEO of the family-owned company since spring 2023. ‘Our automotive activities are at the essence of this company, but our ambition is mobility for life. We want to offer appropriate mobility solutions to our customers in all stages of life.’
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Trust and cooperation are the real success factors of the energy transition – and perhaps even more decisive than technology or money. So argues Marco Bosman, Director of Public and Regulatory Affairs Netherlands at Vattenfall.
Mark van Kruijsbergen of construction company Royal BAM Group and Douglas Lamont of chocolate brand Tony’s Chocolonely have completely different challenges in making the value chain more sustainable and socially accountable. What they share is their intention not only to do better themselves, but also to get the rest of the industry moving. By being transparent about their starting point and steps yet to be taken, for example. And also: ‘By proving that you can do the right thing and still make a good profit margin.’
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. So argues Marco Bosman, Director of Public and Regulatory Affairs Netherlands at Vattenfall.
The Challenges in Making the Value Chain More Sustainable
Mark van Kruijsbergen of construction company Royal BAM Group and Douglas Lamont of chocolate brand Tony’s Chocolonely have completely different challenges in making the value chain more sustainable and socially accountable. What they share is their intention not only to do better themselves, but also to get the rest of the industry moving. By being transparent about their starting point and steps yet to be taken, for example. And also: ‘By proving that you can do the right thing and still make a good profit margin.’
At the invitation of Management Scope and consultancy firm Valcon, COOs from various companies came together. The role of the COO varies per organization, and so do the challenges. That does not rule out the fact that there are also similarities. What unites COOs, and in what way is their role changing?
Collaboration is a hot topic. But it is not easy. In a new series for Management Scope, Machiel van der Kuijl, Chairman of the entrepreneurs’ association evofenedex, delves into the world of public-private collaboration. What does it involve? What are the pitfalls? How do you ensure that collaboration yields results? This time, he talks to Brian Tjemkes, Professor of Strategy at Vrije Universiteit Amsterdam. Tjemkes conducted extensive research on public-private collaboration and wrote a book about it. ‘Collaboration might be the most underestimated skill in the world.’
Thanks to high energy prices, it pays to make buildings more sustainable. Therefore, Dutch Green Building Council Director Annemarie van Doorn does not need to encourage entrepreneurs that fiercely to get to work. On the other hand, Elisabeth Post, Chairman of the trade association ‘Transport en Logistiek Nederland’, needs to be more persuasive to get entrepreneurs to make more sustainable choices. The will is there, but grid congestion poses major problems for the sector. Besides that, a lack of coordination is causing missed opportunities, as apparent from this conversation about energy scarcity and future prospects. ‘Entrepreneurs sometimes really are at a loss.’
The COO Operates Innovatively And Beyond Established Frameworks
At the invitation of Management Scope and consultancy firm Valcon, COOs from various companies came together. The role of the COO varies per organization, and so do the challenges. That does not rule out the fact that there are also similarities. What unites COOs, and in what way is their role changing?
Brian Tjemkes on Public-Private Collaboration: ‘Everyone Is Focused on Their Own Piece of the Puzzle’
Collaboration is a hot topic. But it is not easy. In a new series for Management Scope, Machiel van der Kuijl, Chairman of the entrepreneurs’ association evofenedex, delves into the world of public-private collaboration. What does it involve? What are the pitfalls? How do you ensure that collaboration yields results? This time, he talks to Brian Tjemkes, Professor of Strategy at Vrije Universiteit Amsterdam. Tjemkes conducted extensive research on public-private collaboration and wrote a book about it. ‘Collaboration might be the most underestimated skill in the world.’
Annemarie van Doorn en Elisabeth Post: ‘Direction Needed In Sustainability Efforts’
Thanks to high energy prices, it pays to make buildings more sustainable. Therefore, Dutch Green Building Council Director Annemarie van Doorn does not need to encourage entrepreneurs that fiercely to get to work. On the other hand, Elisabeth Post, Chairman of the trade association ‘Transport en Logistiek Nederland’, needs to be more persuasive to get entrepreneurs to make more sustainable choices. The will is there, but grid congestion poses major problems for the sector. Besides that, a lack of coordination is causing missed opportunities, as apparent from this conversation about energy scarcity and future prospects. ‘Entrepreneurs sometimes really are at a loss.’
Sustainable Design: Eight Phases and a Different Mindset
For a product to be sustainable from cradle to grave, eight phases of the life cycle must be considered during design. However, a strategic plan to integrate design for sustainability into the entire business operation is often lacking. Designing with prolonging of use and end of life in mind is therefore a complex operation that requires strong leadership, argue Remko de Bruijn and Pim Rossen.
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Every company needs a Chief of Staff
Ever heard of a Chief of Staff? Hinke Malda is one of the few people in the Netherlands to hold that role. At Philips, she acts as a ‘liaison officer’ between executive management and the organization and occupies her time with raising operational effectiveness and support in strategic deliberations.
Jan Rotman sees a lack of transformational leadership in boardrooms
COVID-19, shortages of raw materials, the war in Ukraine, rising energy prices… these have all shaken the world of trade and logistics. ‘And that is just the tip of the iceberg,’ warns professor of transition studies Jan Rotmans.
Pension Advisor Jacintha van Bijnen-Den Haag (Aon): ‘Companies Face Significant Challenges’
Wim Blaauw On The Enormous Digital Development Of IKEA
COO Jacqueline van Lemmen Knows That Operations Is Where It Happens
Pension Specialist Roos van der Velden: 'The Real Problem Is Not Being Addressed'
Daan Kleinloog: 'New Pension System is Not Getting Any Simpler'
Theo Gommer on the New Pension System: ‘It Is Still Too Impersonal’
Saskia Klep (Saxo Bank): ‘An Intense Migration’
COVID-19, shortages of raw materials, the war in Ukraine, rising energy prices… these have all shaken the world of trade and logistics. ‘And that is just the tip of the iceberg,’ warns professor of transition studies Jan Rotmans. ‘These are not temporary disruptions, but fundamental changes.’ It is an aggravating factor that supervisory and executive board members prefer to hold a steady course, while for the true change required they will actually need to brave the storm. This can have enormous consequences. ‘Companies who fail to adapt their supply chain now, will in ten years have ceased to exist.’
"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.
Jan Rotmans Sees a Lack of Transformational Leadership in Boardrooms
COVID-19, shortages of raw materials, the war in Ukraine, rising energy prices… these have all shaken the world of trade and logistics. ‘And that is just the tip of the iceberg,’ warns professor of transition studies Jan Rotmans. ‘These are not temporary disruptions, but fundamental changes.’ It is an aggravating factor that supervisory and executive board members prefer to hold a steady course, while for the true change required they will actually need to brave the storm. This can have enormous consequences. ‘Companies who fail to adapt their supply chain now, will in ten years have ceased to exist.’
30 Years as a Consultant: A Journey Through Time
"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.
Every Company Needs a Chief of Staff
Five Critical Concerns for COOs
Turnaround Needed for Real Change
