Learning and development

Based on the idea that human development is socially situated and knowledge is constructed through interaction with others I make the assumption that learning is developing knowledge through understanding and interaction what occurs by intentional human activities in organizations. This concept requires learners to develop teamwork expertise and to see individual learning as essentially related to the success of group learning. Many years of experience have taught me that if you want to achieve anything in the actualisation of change, you need to recognise and embrace the intangible characteristics of learning in the interactive process. In line with this approach to change and transition, my programmes can be regarded as a bricolage that brings together myriad forms of input, such as: academic theories, real-life case studies, visuals and my own practical experience. With this bricolage, I provide a richer and, therefore, more meaningful account of change and transition processes than most traditional change programmes.

Guest lectures and workshops

Based on my academic work, I provide interactive guest lectures and workshops on leadership. Through the lens of modern management texts, I explore the link between contemporary management speak and the artistic critique of the avant-garde movements of the 1950s, focusing specifically on the Dutch Fiftiers group, the Cobra movement and 1960s countercultural activism. Subsequently, a management discourse is generated whereby the figure of the artist becomes the model for the modern leader: charismatic, visionary, intuitive, mobile, creative, cooperative, open to taking risks and strong at networking. Such a discourse appeals to the values of selfactualization, freedom, authenticity and knowledge derived from personal experience, the very values of the artistic critique that have been absorbed into modernday leadership. During the guest lectures and workshops I explore this transformation of the artistic critique into contemporary leadership. In doing so I examine the dilemmas, paradoxes and contradictions present within contemporary leadership.

Executive Coaching

Many years of experience and a scientific background makes me more than eligible as a ‘relative outsider’ and as an effective external reflector. Your take-away from coaching sessions is to focus on you, your strengths and weaknesses, your leadership roots and foundations, your values and vision, your ability to manage change and complexity. Awareness and stepping back are prerequisite to deal with challenging situations in perspective. The ultimate goal being to unleash potential, foster individual performance in a business context and help executives discover their own path.

There is such thing as a free lunch (TISTAAFL)

The TISTAAFL format is simple, free of charge and based on the idea of business coaching, during lunch an (academic-)entrepreneur, leader or manager is invited to discuss the professional challenges s/he experiences. In an informal setting, the reference system of the interaction is your experience and ideas and the needs of the organization. The goal is to support you to ‘sense’ the needs of the company and to provide also a safe place to have a conversation you can't have with peers, employees, family or shareholders. Oh, and lunch is on me as well. There is such thing as a free lunch.

The human side of innovation processes

Competitive advantage lies in part with the organization’s capacity to innovate, evaluate and exploit internal and external knowledge. The ability to identify and assess the competitive advantage of innovative characteristics is of key strategic importance to organisations. Theory tells us that innovation is an interactive process, a learning process between people and organizations, that strongly relates to the organizational culture. Many years of experience have taught me that if you want to achieve anything in the actualisation of innovation, you need to recognise and embrace the intangible characteristics of learning in relation to the organizational culture. It is therefore I have developed a monitor to try and gain some insight into the role of the individual in innovations processes. The monitor is based on qualitative research methods. The monitor registers the so-called ‘mindset criteria’ (images and experiences) of managers and other employees from various perspectives: people, organization and business context. A connection is made between these perspectives. The mindset criteria will be translated to themes. Themes will be translated into interventions. These interventions are important for the successful and meaningful implementation of innovation trajectories.


WhozNext is a ‘community of practice', aiming for maximum impact; our priority is sharing knowledge to empower key enabling technology SMEs in their efforts and challenges towards successful commercialisation of their innovation. When it comes to innovation, organizations and policymakers have generally given substantial attention to resources, processes and the measurement of success — the more easily measured, tools-oriented innovation building blocks. But companies and policymakers have often given much less attention to the harder-to measure, people-oriented determinants of innovative culture (values, behaviours and climate). Yet these 'human factor intangible assets' have the greatest power to shape the culture of innovation and create a sustained competitive advantage. Therefore, we identify solutions to the questions that arise during the transition to an innovative organizational culture. We share the knowledge accumulated with as many people as possible because knowledge only gains value when it is shared.
For more information, see whoznext.eu