bibliotheek

"Laat mij je boeken zien en ik zal je vertellen wie je bent."

De basis van onze onconventionele inzichten bij elkaar

01

Boeken

De volgende boeken hebben ons denken voor goed veranderd. Vaak worden we gevraagd, "Wat te lezen op het gebied van strategie, organisatie, AI?", vandaar hier onze selectie.

03

Citaten

Stellingen om de juiste discussies binnen je managementteam op gang te brengen.

02

Artikelen

Must-reads in strategie, innovatie en ondernemerschap. Daarnaast delen we onze visie op prangende vragen zoals "Hoe maak ik mijn organisatie nu écht customer-centric?"

04

Video's

Een selectie van video's met waardevolle lessen in strategie, innovatie en AI die we vaak aanhalen.

Essentiële boeken

De volgende boeken hebben ons denken voor goed veranderd. Vaak worden we gevraagd, "Wat te lezen op het gebied van strategie, organisatie, AI?"

Strategie

Must read to actually understand disruption. This is where it all started for me

Classic, as Mr. Drucker already clearly laid out different ways to think and act entrepreneurial and innovative, long before the buzz words

A very interesting read, albeit a bit theoretic, where the lens of disruption was applied to project the future.

Great guide for any company that needs to execute new growth

A clear perspective how to overcome the dilemma, how to drive innovation

Great explanation why some nations really took off, and others did not

The father of design thinking cannot be missed when learning strategy and innovation.

A clear guide on what it really means and takes to be customer centric

Comprehensive and easy to read overview of all key matters growth

Great guide if you want or need to enter a new growth area

A great read how to think about customers, and not about competition. Simon explains, in different terms, why thinking jobs to be done vs. data is critical.

A book about purpose which clearly explains why it’s so freakin’ important to have one defined.

Well structured and researched piece, providing a clear framework to define your growth strategy

A guide how to overcome the biggest flaw in strategy processes, being pushing today’s business forward, rather than pulling in future’s business.

Answer for corporates that might be disrupted

Organisatie

True eye opener as it upends everything you thought you knew about what makes people tick. For me it solved a big question why, even with the best innovation methods, we did not get teams to move at one of the world's leading consumer goods companies

Another classic, advocated by Daniel Grieder, Hugo Boss’s incredibly successful CEO

But can people be trusted or do they need to be controlled? Are they good or bad? Rutger explains why it’s the former, luckily. So there, we can safely work with a new critical assumption, which opens the door to

In this book he organizes and shares even more practices

Great read on how self-organizing really works in nature. Ants, a great example for human beings!

Well and if you wonder where the success of Nike came from, read this. It’s a great and very entertaining story

Great story of how Netflix became successful with practical example of driving a sense of autonomy

Diving into how humans operate, Kahneman cannot be missed

This book provides a strong view on how to make sure the right leaders pop up, avoiding all the changes the other above talk about

Welcome 21st century management. The guide that translates all of the above into implications for key management processes to stop, and those to start

Daniel double-clicks on many of the practices you can start to apply changing your organization

Essential to understanding culture and finding good metaphors (Beach and lilypond) to describe culture and change

Essential deep-dive into a key concept applied by Satya Nadella. What mindset is prevalent in your organization?

There is a gap between what science knows and what business does. This books aims to close that by some true myth busting and truth building.

Another critical element for real innovation is to get rid of anxiety to speak up, a critical factor for innovation. Amy’s seminal work defines why and how

Great insight with sports, corporate and cultural examples of building a high performance, truly safe and motivated group of people.

Very solid double click on the most cumbersome century-old process: budgeting. Bjarte shows the alternative and many follow

Fellow dutchmen Joost and Pim were done with corporate live and dedicated their work to finding great examples

The guide to understanding culture and choosing and adapting appropriate management practices vs blind copying USA-born methods

If you still wonder why Microsoft is so successful, read what Satya did in practice. He paid attention and applies it well

Brene Brown double clicks on removing anxiety, showing how to overcome the painful hurdles to be vulnerable

Another way of removing anxiety, enter humor! A proven catalyst for innovation

Gary Hamel and Michele Zanini provide all the evidence you need to start fighting bureaucracy in your organization. It costs so much money and it can be fixed, but not the way you think it does

The way to fix it is not a program but bottom-up revolution. Aaron explains how you do that

Guidebook any CHRO should read. A clear and fun description of combining people science and data to boost your company

Another classic. You want to know how you create a better team, here’s the 5 step approach

AI

In this book he organizes and shares even more practices

Deep exploration of the impact of AI on different professions. Essential to understanding the future of work

Very good background for anyone who wants to understand AI

The founder of deepminds lays out the risks of accelerating technologies incl. synthetic biology and robotics and how to contain

Deep exploration of the impact of AI on different professions. Essential to understanding the future of work

Artikelen voor dat aha-moment

Must-reads in strategie, innovatie en ondernemerschap.

WhatsApp_Image_2025-01-15_at_11.38.23_PM-removebg-preview.png

Diepgaande review van verschillende manieren om strategie te formuleren onder hoge onzekerheid. Verder dan klassieke scenariomodellering.

Beschrijving van de uit te voeren taken en hoe u kunt solliciteren in een leestijd van 5 minuten.

Een kookboek voor hoe je een creatief maar gestructureerd ideatieproces aanstuurt. Ik heb met Joe gewerkt, hij is hier erg goed in.

Een klassieker over hoe je risico's in elke start-up beheert. Een must-read voor iedereen die zich aan iets nieuws waagt.

Onze visie op prangende vragen zoals "Hoe maak ik mijn organisatie nu écht customer-centric?"

Strategie

Why Great Companies Fail in Times of Technolo..

In an era where rapid transformation is the norm, the traditional strategy process has often lagged, bound by top-down directives that move at the speed of annual reports rather than real-time insights. This whitepaper unveils a revolutionary approach: a dynamic, bottom-up strategy that not only engages employees and stakeholders at all levels but also harnesses the transformative power of Artificial Intelligence.

FMCG CEOs: Confused about digital? Let...

In an era where rapid transformation is the norm, the traditional strategy process has often lagged, bound by top-down directives that move at the speed of annual reports rather than real-time insights. This whitepaper unveils a revolutionary approach: a dynamic, bottom-up strategy that not only engages employees and stakeholders at all levels but also harnesses the transformative power of Artificial Intelligence.

vcs37_ai_capabilities_--ar_169_3ebd8d8b-10dc-406c-be4b-347000718c71_3 (1).png

The new strategy process using collective insight...

In an era where rapid transformation is the norm, the traditional strategy process has often lagged, bound by top-down directives that move at the speed of annual reports rather than real-time insights. This whitepaper unveils a revolutionary approach: a dynamic, bottom-up strategy that not only engages employees and stakeholders at all levels but also harnesses the transformative power of Artificial Intelligence.

20 years after “The Innovator’s Dilemma” ...

In an era where rapid transformation is the norm, the traditional strategy process has often lagged, bound by top-down directives that move at the speed of annual reports rather than real-time insights. This whitepaper unveils a revolutionary approach: a dynamic, bottom-up strategy that not only engages employees and stakeholders at all levels but also harnesses the transformative power of Artificial Intelligence.

Organisatie

Hey but HOW do I make my organization customer-centric?

My good friend, Marketing Director at a global consumer brand asks me casually. A simple question, which begs for a solid answer. Because it is so fundamental if you want to build a truly progressive company. Customer-centricity, I reflect, is similar to Big Data and the other buzz words and teenage sex (everybody talks about it, few really know how to do it, etc etc).

GREEDY FOR NEW THINGS

Ikea is no longer just a furniture company, according to fastcodesign.com. The company is partnering with Adidas, Lego, and Sonos to sell you everything. Well, the latter point may be overstated, it did trigger a thought or two about SURVIVAL: RENEWAL is the key. Our human bodies survive through cell renewal. We as professionals survive by learning new skills, dropping the old.

Criminals have means motive and opportunity - Innovators do too.

A former colleague once lightened up the arduous appraisal meeting presenting a critical 'up or out' evaluation as a criminal case: Did that person have the means motive and the opportunity to do what we expect?

Citaten voor het begin van een discussie in je management team.

Strategie & Innovatie

Het doel van een bedrijf is om een klantenbestand te creëren en te behouden

Peter Drucker

Only 11 percent of executives feel strategic planning truly adds value.

Harvard Business Review

For [target customers]. Who are dissatisfied with [the current offerings in the , market]. My idea/product is a [new idea or product category]. That provides [key problem/solution features]. Unlike [the competing product]. My idea/product is.

Venture Capitalist Geoff Moore

The purpose of business is to create and keep a customer.

Peter Drucker

Innovation is risky. Not innovating is risk.

Scott Anthony

Smart entrepreneurs aren’t cowboys – they are methodical managers of risk.

Eyring Gilberts

If you are not embarrassed by the first version of your product, you shipped too late.

Reid Hoffman

A startup is an organization formed to search for a repeatable and scalable business model.

Steve Blank

Only 11 percent of executives feel strategic planning truly adds value.

Harvard Business Review

Investors and entrepreneurs should learn to be patient for growth, but impatient for profits.

Clayton Christensen

Everyone has a plan until they get punched in the mouth.

Mike Tyson

Organisatie & Leiderschap

Most of what we call management consists of making it difficult for people to get their work done.

Peter Drucker

We do not want rules. We want values to aspire to that define what it means to be part of our tribe.

Owen Eastwood

Hierarchies amplify or suppress information. Flat networks distribute it.

Tamsim Woolley-Barker

Hiërarchische organisaties zorgden vroeger voor zekerheid. Ze proberen ons nog steeds te vertellen waar we heen moeten en wanneer, wat we moeten doen en hoe, wat een illusie van stabiliteit biedt.

Tamsim Woolley-Barker

Als emoties niet onder controle worden gehouden of verwaarloosd, dienen ze doel #1: veiligheid, in plaats van #2: ontwikkeling.

Monique Schuurmans

Belonging is a wildly undervalued condition required for human performance.

Owen Eastwood

Maar liefst 42% van de tijd wordt besteed aan interne problemen: het oplossen van geschillen, het regelen van middelen en het onderhandelen over doelstellingen.

Bjarte Bogsnes

In an ordinary organisation, most people are doing a second job no one is paying them for, covering up their weaknesses, managing other people’s impressions on them and hiding their limitations.

Robert Kegan en Lisan Lahey

Tegenwoordig wordt slechts 3 procent van de tijd van leiders besteed aan het ontwikkelen van een visie, terwijl driekwart van de werknemers van hun leiders verwacht dat zij een beeld schetsen van de toekomst.

Owen Eastwood

Hiërarchieën versterken of onderdrukken informatie. Platte netwerken verspreiden het.

Owen Eastwood

Control leads to compliance; autonomy leads to engagement.

Daniel Pink

Controle leidt tot naleving, autonomie leidt tot betrokkenheid.

Edgar Schein

Hierarchical organizations used to provide certainty. They try and still tell us where to go and when , what to do and how, which provide some illusion of stability.

Tamsim Woolley-Barker

If leaders expect real learning, critical thinking, and change, then discomfort should be normalized.

Brene Brown

Only 3 per cent of leaders’ time today is spent on visioning, but three in four workers expect their leaders to paint pictures of the future.

Owen Eastwood

Gevoelens van onzekerheid over ergens bij horen triggeren onze vecht-, vlucht- of bevriesreactie.”

Owen Eastwood

Video's

Een selectie van video's met waardevolle lessen in strategie, innovatie en AI die ons denken hebben beinvloed en we vaak aanhalen in ons werk.

Het klassieke milkshakeverhaal van Clayton Christensen. Hij legt uit, zoals niemand anders kan, waarom en hoe je moet beginnen bij de klant 'job-to-be-done'.

Laten zien hoe een sterk doel krachtige nieuwe concepten en merkgroei over de hele wereld teweegbrengt.

Pitch vroeg en duidelijk. Jack Ma laat zien hoe.

Meesterwerk van Steve Jobs: waarom je altijd bij de klant moet beginnen.

Sir Jonathan Ives legt uit wat hem aantrok en bij Apple hield. Dit is wat purpose doet.

Benieuwd hoe LLM's eigenlijk werken? Bekijk deze verhelderende video.

bibliotheek

01

03

02

04

Essentiële boeken

Strategie

Organisatie

AI

Artikelen voor dat aha-moment

Onze visie op prangende vragen zoals "Hoe maak ik mijn organisatie nu écht customer-centric?"

Strategie

Organisatie

Citaten voor het begin van een discussie in je management team.

Strategie & Innovatie

Het doel van een bedrijf is om een klantenbestand te creëren en te behouden

Only 11 percent of executives feel strategic planning truly adds value.

For [target customers]. Who are dissatisfied with [the current offerings in the , market]. My idea/product is a [new idea or product category]. That provides [key problem/solution features]. Unlike [the competing product]. My idea/product is.

The purpose of business is to create and keep a customer.

Innovation is risky. Not innovating is risk.

Smart entrepreneurs aren’t cowboys – they are methodical managers of risk.

If you are not embarrassed by the first version of your product, you shipped too late.

A startup is an organization formed to search for a repeatable and scalable business model.

Only 11 percent of executives feel strategic planning truly adds value.

Investors and entrepreneurs should learn to be patient for growth, but impatient for profits.

Everyone has a plan until they get punched in the mouth.

Organisatie & Leiderschap

Most of what we call management consists of making it difficult for people to get their work done.

We do not want rules. We want values to aspire to that define what it means to be part of our tribe.

​Hierarchies amplify or suppress information. Flat networks distribute it.

Hiërarchische organisaties zorgden vroeger voor zekerheid. Ze proberen ons nog steeds te vertellen waar we heen moeten en wanneer, wat we moeten doen en hoe, wat een illusie van stabiliteit biedt.

Als emoties niet onder controle worden gehouden of verwaarloosd, dienen ze doel #1: veiligheid, in plaats van #2: ontwikkeling.

Belonging is a wildly undervalued condition required for human performance.

Maar liefst 42% van de tijd wordt besteed aan interne problemen: het oplossen van geschillen, het regelen van middelen en het onderhandelen over doelstellingen.

In an ordinary organisation, most people are doing a second job no one is paying them for, covering up their weaknesses, managing other people’s impressions on them and hiding their limitations.

Tegenwoordig wordt slechts 3 procent van de tijd van leiders besteed aan het ontwikkelen van een visie, terwijl driekwart van de werknemers van hun leiders verwacht dat zij een beeld schetsen van de toekomst.

Hiërarchieën versterken of onderdrukken informatie. Platte netwerken verspreiden het.

Control leads to compliance; autonomy leads to engagement.

Controle leidt tot naleving, autonomie leidt tot betrokkenheid.

Hierarchical organizations used to provide certainty. They try and still tell us where to go and when , what to do and how, which provide some illusion of stability.

If leaders expect real learning, critical thinking, and change, then discomfort should be normalized.

Only 3 per cent of leaders’ time today is spent on visioning, but three in four workers expect their leaders to paint pictures of the future.

Gevoelens van onzekerheid over ergens bij horen triggeren onze vecht-, vlucht- of bevriesreactie.”

Video's

Hierarchies amplify or suppress information. Flat networks distribute it.