ABOUT
I am a seasoned Business and Technology Strategy specialist focusing on creating performant & durable organizations, leading global transformation initiatives, and providing career development advisory services.
Drawing from my extensive Strategy and Management Consulting experience gained at Accenture Belgium and TCS Europe, where I spearheaded global transformation initiatives, I specialize in steering businesses toward sustained success while aiding individuals in charting their career trajectories.
A significant portion of my professional focus is dedicated to pro bono work for NGOs that champion causes close to my heart, including social equality and cohesion, environmental protection & justice and EU integration.
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THE MAIN QUESTION
HOW DO WE BUILD THINGS THAT DON'T FALL APART?
Whether it's a business, an NGO, or someone's career (yours truly included), durability is key.
Throughout my career journey, I have diligently worked to cultivate a comprehensive understanding of all aspects of my responsibilities, from the periphery to the core. A unifying theme across these diverse areas is the COMMITMENT TO BUILDING A LASTING ORGANIZATIONS THAT ARE GROWING TOGETHER WITH THEIR EMPLOYEES .
The perspectives I share below are not just theoretical reflections; they are practical insights gained from hands-on experience in navigating the complex realm of global organizational transformations.
POINTS OF VIEW
THE ALICE IN WONDERLAND EFFECT
IT'S NOT ME
IT'S EVERYONE ELSE
It's great to get a reality check now and then; it’s like a splash of cold water that keeps you from wandering off into the Wild West of delusion. Self-gaslighting to the point of genuine belief? That’s practically a modern art form.
But here’s the kicker: which reality are you using as your yardstick? Is it one person’s? A group’s? Or the whole company’s culture?
When it comes to workplace performance, there's no universal reality. It's all about the leaders' whims, much like in "Alice in Wonderland," where rationality is up for debate.
But there is a whole plethora of information source that on their own are not are not reliable but grouped together, now that's a different story .
TRANSFORMA-TIONAL PITFALLS & HEADACHES
SUCCESSFACTORS OR COMMON MISTAKES, EITHER WAY JUST INCORPORATE THEM IN YOUR PLAN
The reason why a company should transform, merge split or carve out a business line well is matter of numbers, market trends and context, competition landscape, client basis and honestly the list is long and if well done holistic. (usually prepared by an extremal team of experts with a lot of industry experience). The outcome is often a recommendations tied to a business case with anticipated benefits, costs and most importantly a timeline for the transformation.
When we come down from the strategic helicopter view and build bottom up plans, well that's when the enormity of the task at hand becomes clear and the timeline less guaranteed.
Beyond the typical factors in assembling a holistic transformational plan, I wanted to share a short list of not-so-obvious but rather common mistakes that can easily turn a global-scale transformational program into a global-scale headache.
SUSTAINABLE ORGANIZATIONAL MODELS
THE HOLY THE GRAIL OF ORGANIZATIONAL MANAGEMENT
Well sustainable organizational models are de facto those specifically designed to balance out the interest of all stakeholders being involved:
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The SHAREHOLDERS which most of the time (just not to say all the time) are looking after growth;
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The EMPLOYEES who are also after their own personal development, trajectory, work gratification and remuneration ( those can really come in any order for each individual employee)
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The CLIENTS & CONSUMERS which (sometimes, not always not at all) consume base on values.
So in order to check all of those boxes organizations have to take a long hard look at how they operate and structure themselves to balance out interests which don’t always align and sometimes frankly are even mutually exclusive. Organizations need to offset those difference through communication and authentic leadership (yep, that one), also ....
SUSTAINABLE CAREER DEVELOPMENT
WHAT WORKS FOR ME DOESN'T WORK FOR EVERYONE ELSE
A SUSTAINABLE CAREER is one that enables individuals to maintain their WELL-BEING, PRODUCTIVITY & SATISFACTION over the long term. It involves continuous development and adaptability to changing circumstances, ensuring that career growth is balanced with personal health and life satisfaction.
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I dare you to find someone who claims they've mastered the perfect trifecta of well-being, productivity, and satisfaction. After a five-minute chat with that person, I guarantee you'll think they're a bit delusional. Why? Because, spoiler alert: what works for you doesn’t work for everyone else!
Most problems pop up in cutthroat work environments where personal values get steamrolled by organizational ones. The company's perspective ends up dictating what should make you happy—like working more to earn more—even if it means sacrificing other parts of your life. Consequently, personal happiness is measured by external yardsticks rather than individual well-being.
Quick tip: Embracing a never-ending learning mode can (and probably will) fuel a sustainable career for the long haul! The catch? You'll always be hitting the books—or screens—so prepare to flex those mental muscles regularly!
MORE ABOUT ECONOMY & INTERNATIONAL POLITICS
The interconnected world of economics and politics and my rendition of the world events and the respective consequences
MORE ABOUT ORGANIZATIONAL MANAGEMENT & PERSONAL DEVELOPMENT
Well here is not so short overview of my trajectory and my points of view on everything from leadership and sustainable career development all the way to voluntary work and social cohesion.
