Principles

Experience is Knowledge, everything else is information.

13 years experience in Transition and Change Management.

I’m convinced that a manager must not know the technical details of operations nor to have a deep experience in the sector.

As Lee Yaccoca (ex Chrysler Director) said “I must not know each details but I know how to recruit the right people knowing all the details“.

Principle 1: Hands on management

Like a radar on a ship, when turning 360° each time, the device receives a lot of echoes.

Some are short terms echoes, like the top of a wave, disappearing quickly, other ones are important echoes, like another vessel.

I act like a radar, going daily several times on the floor, speaking with each person in order to track the right echoes and act on them with participation of everybody.

Principle 2: Measurement

The best changes are the changes that are visible and accepted by some “locomotives”.

The best way to demonstrate the evolution is the development of balance scorecards based on strategic KPI’s and operations KPI’s.

In dutch “meten is weten” “Measure is knowing” is one of the most powerfull communication tools.

The final result is coming from each simple daily production step, not from an ERP system nor from a balance sheet.

Principle 3 : Customer’s Satisfaction

It’s important to visit Customers, to speak with them in order to know exactly what they expect.

The principle is the same as the radar described before.

Principle 4 : Strong Common Sense

The transition or change manager is not hired to develop heavy programs, with beautifull Power point presentation.

I make the things happen.

The best way is to cooperate with everybody, looking also outside the Company to find idea’s, but doing it like it should be for my OWN Company.

One euro is one euro – The most important is to know how to invest this euro.