TimeToChange is expert op het gebied waar bedrijfscultuur, strategie en leiderschap samenkomen. Wij helpen bedrijven om de wisselwerking tussen strategie, cultuur- en leiderschap beter te doorgronden om succesvol te kunnen transformeren naar een high-performance cultuur

TimeToChange is een van de eerste gecertificeerde Denison Business Partners in Europa.Wij helpen bedrijven om hun cultuur dynamiek beter te doorgronden om deze te kunnen transformeren naar een high-performance cultuur die de strategie nog beter ondersteunt.Sinds 2004 hebben wij 20 jaar ervaring opgebouwd in tientallen cultuur transformatie trajecten in een variëteit van bedrijfssectoren waaronder; Finance, Bouw, Vastgoed, Infra, Verzekeringen, Retail, Chemicals, Media, Telecommunicatie, Zorg/Ziekenhuizen, Gemeentelijke, Provinciale en Landelijke Overheid, etc.

Advies, ontwerp & implementatie van cultuur transformatie bij IZT afdeling SpaarneGasthuizen

Begeleiden van het MCIT mnmgt team mbt leiderschap & team development

Implementatie van nieuwe beoordelingssystematiek in combinatie met hybride werken. Ontwikkelen en uitvoeren van een (online) train-de-trainer programma voor ca. 30 leidinggevenden en 600 medewerkers tijdens Corona lockdown.

Programma uitgevoerd ter begeleiding van het MT op het grensvlak van leiderschap & strategie

Implementatie Performance monitoring dmv Denison Organisational Culture Scan. Diagnose van strategie-cultuur mapping en uitvoering business planning sessies naar het leiderschap van ca. 20 business units

Postmerger Ditzo, Generali and Europeesche Verzekeringen

design, development and implementation of Maturity-Improvement aimed at increasing predictability and professional maturity of IT&PMO change organization

Preferred supplier to a.s.r. Ontwikkeling en uitvoering van een modulair leiderschap curriculum gebaseerd op het 'verhaal van a.s.r.'. (Dit is de tijd van DOEN!)

Ontwikkeling en uitvoering van een programma voor vitaliteit en leven lang leren

Postmerger Culture Change:design and implementation of post merger transformation speeding up the integration process after the merger between Sweco and Grontmij in '16. Resulting in a 400% boost of EBITDA with 24 months after the program.

Change program assisting PSA the merger of BNX country operations into an international organization

Transformatie voor ATOS Managed Services 'Awakening the Sleeping Beaty' gericht op het bereiken van grotere professionele synergie in de organisatie, met als doel een verhoging van klanttevredenheid en innovatie.

Begeleiden van MT en medewerkers van Group HRM tijdens Transformatie proces; ‘van waarom niet naar hoe dan wel?’‘van moeten naar willen’‘van willen naar kunnen’

Implementation of Strategy Deployment Change Program for 60 members of the Sr. Management targeting the fast changes in the insurance business environment

Implementation of Customer Intimacy Program 'Ik Maak IKEA'

Design and implementation of Post Merger Co-Creation/Innovation and Cultural Transformation process:aimed at swift integration of post merger and simultaneously improve business performance (total entity of 600 FTE)

Program management transformation process in business entity of 150 FTE involving both team development and coping with production challenges in MSD Lean production environment

Change Transformation program targeting a total population of approx. 600 employees of former Getronics organisation being embedded 'back' into KPN main stream org. Alongside of which the design and conducting a 'Leading Change' track for the complete Corporate Market management team of 30+ leaders

Implementation of 'Het nieuwe werken' as a part of the rehousing project to the new office building WalhallAA

Corporate Change program (moving from print to digital) supporting the rebranding process from ProgrammaBladen AKN into Bindinc.

designed and carried out a leadership program fo 25 commercial Regional managers in merging RVS with NN

Corporate change project supporting the post merger process of GGN integration in the Netherlands (1200 employees)

Assisting Peugeot and Citroën with an international change program to improve client satisfaction

Assisting the board to analyse and implement a new salesprocess & structure to boost marketperformance and supporting shift from print to online

Change program at DHV Bouw & Industry shifting from a silo expertise orientation towards a synergetic model geared towards 'sustainability' and added value between fields of expertise (organisation of 400 employees)

Cultural change program, assisting the board of PCM Distributiebedrijf turn-around the culture of the organisation of 250 employees from complacent and triggered by historic perspectives to high-energy, creating opportunity towards the future

assisting the management with the cultural aspects of reorganising several units into a new division (600 employees). Building strong culture of involvement and ownership, both commercially as well as internal empowerment

assisting the Management in building a more proactive culture geared towards market oppty and quality deliverance

Implementation of innovative change in commercial attitude and marketapproach within the commercial organisation (120 employees) of Heijmans Technische Infra

Setting up the business case & planning for a new venture Total Facility Management

Assisting Robeco Direct to allign and finetune company strategy & organisational tactical behaviour in an organisation of 400 employees.

Advising the board regarding culture shift and carrying out a cultural revitalisation program for Asset Management organisation (400 employees).

assisting the management with the transformation process of a large group (>100 FTE) of IT-personel in various locations.

Advisor to the MT regarding (operational) strategy development & cultural change program for the Operations department (# 300 employees)

Assisting the board of directors to generate new energy and momentum within the consolidated management team of Heijmans and three formerly acquired companies. This has immediately resulted in an athmosphere of motivation and mutual respect and cooperation.

Advisor to the management in defining and carrying out a cultural POST MERGER change program for the Industry division. The change progam encompasses all organsiatonal layers.

advisor to the management validating the operational strategy for Achmea Active (IT-organisation)

Team coach and leading change consultant; Assisting the MT to understand and deal with cultural and behavioural aspects of change in order to enable further professionalisation of the organisation

Improving commercial attitude and marketapproach within the sales organisation

Consulting the MT in analyzing cultural and organisational bottlenecks,their impact on company results and how to achieve turnaround

Assisting the management team in achieving both a 'cultural identity shift' with the full staff as well as to anchor innovation in commercial attitude and marketapproach

Coaching the salesteam to innovative thinking and attitude wrt accountmanagement & marketapproach

Director Business Development and principal Digital Strategy Consultancy

Various roles in Int'l account mngmt (Royal Dutch Shell) ( '84-'91), partner alliances, business development and professional services & consulting.Responsible for setting up IBM's SAP-consulting services in NL ('91-'94) thru acquisition of Cimad.Implementation & roll-out of European distribution network for IBM DASD '95-'98)