“Things alter for the worse spontaneously, if they be not altered for the better designedly.”
Francis Bacon (1561 - 1621)
Change efforts fail because of two key reasons: poor communication and poor design. The solution to this - you would think - is to communicate more and better, and to create a better change effort design, including all necessary departments or units and underlying processes.
Why do organisational change efforts depend so much on informing people who do not yet have the information, and on including units who are not yet included?
Imagine what could happen if - in your next organisation change effort - change would not simply happen to people and to units in your organisation, but you would design it together and change would be released by the people in your company?
Maxilliant's approach is to gather teams of experts to custom-fit for the challenges faced in each assignment. DR LAMMERT VRIELING is Maxilliant's director.
With experience ranging from metal foundries through media to strategy consulting and charity organisations, Lammert also ran his own start-up and teaches as adjunct professor in Lisbon and Geneva.
Lammert’s expertise lies in organisational change, strategy, leadership and optimising team performance.
Lammert holds a Master of Management Science and a cum laude PhD in business administration from the University of Groningen. And he was a visiting fellow at Warwick Business School.
Lammert's interests include long-distance running, backcountry skiing and construction.
DR DANIEL VON WITTICH
Daniel focuses on three pillars: (a) Management consulting: optimising performance on the group and organizational level, (b) Evaluation: providing feedback and benchmarks suitable for leadership selection, development and leadership retention, and (c) Education: providing tools and techniques that allow participants to strengthen their leadership position and increase their charisma.
Daniel is a lecturer at the Faculty of Business and Economics (HEC) of the University of Lausanne, Geneva and Neuchâtel. His research focuses on identifying personality traits and leader behaviours that positively raise the impact of leaders in different environments. Daniel is the author of scientific articles on organisational behaviour in peer-reviewed journals.
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