Business Strategy

‘Augmented Collaboration – How Team and AI work together’ – Patrick van der Pijl

Dirk VerburgLeave a comment

The challenge is clear: the life cycles of products and services are becoming increasingly shorter as a result of increasing competition, as well as rapid technological developments.

Unfortunately, our traditional, linear product development processes, are not designed to heed these challenges. This approach, in which new products and services need to run an internal hurdle race in the form of sequential reviews by different business functions, causes delays, a waste of (scarce) resources, and, last but not least, internal rivalry. A rivalry that stems from the fact that the different functions involved in the decision-making process feel they need to prove their added value.

To make matters even more complicated, the competitive landscape is fundamentally shifting: from product development to business model development, and from product portfolio management to business model portfolio management.

In ‘Augmented Collaboration, how teams and AI work together’ Patrick van der Pijl, Patrick Kooij, Alex Knezevic, and Erik van der Pluijm, together with hundreds (!) of co-authors, provide a highly practical (I would almost say ‘hands-on’) guide, on how to successfully address these challenges through a new, customer centric, collaborative, and IT enabled methodology.

I recently had the pleasure of having a conversation with one of the key authors of the book, Patrick van der Pijl, prior to the official release of the book.

In our conversation, we discussed:

Continue reading →

Successfully Managing Executive Transitions – Interview Navid Nazemian

Dirk VerburgLeave a comment

Almost 90% of senior HR leaders agree that transitions into new roles are the most challenging periods in a leader’s professional life. However, organizational appetite to invest in these transitions remains minimal.

As business leaders, we seem to accept a 40% failure rate among newly appointed executives as an unavoidable risk.

The consequences of these failures are significant for both the individual and their organization.

For the individual, a failed transition damages their professional reputation and potentially their livelihood. For their organization, it results in direct financial costs (recruitment), opportunity costs, diminished employee engagement, and a degraded Employer Value Proposition (EVP).

In the 37th episode of the Leadership 2.0 podcast, I speak with Navid Nazemian—my brother-in-arms in the Executive Transition Coaching space—about how organizations can mitigate the risks of executive appointments by engaging an executive coach.

During our conversation, we discussed:

Continue reading →