Léon De Bakker Email & Phone Number

Utrecht, Netherlands

Amsterdam

Consulting and coaching on organizational impact.Blog, vlog, podcast and interviews with business leaders and purpose trailblazers.

Global

SogetiLabs is the global community of top 1% thought leaders within Sogeti. As a member I write articles and help drive discussions on accelerating organizational positive impact through technology.https://labs.sogeti.com/experts/leon-de-bakker/SogetiLabs is the global community of top 1% thought leaders within Sogeti.

The Hague, South Holland Province, Netherlands

Context. Teams were forced to embrace a specific agile way of working. Which was a poor fit. Also, management’s alignment with the team, clients and suppliers was weak.Results. Joint direction and goals at management level. A fitting Way of work. Future-proof IT. As a result productivity, reliability, cohesion and motivation of the teams improved greatly.

The Hague, South Holland, Netherlands

Context. A business unit was unmotivated and isolated. Client expectations weren’t met. The client escalated on the highest levels about management commitment.Results. A successful business unit roadmap and insights into dynamics, deeper issues and alternatives.

Amsterdam, North Holland Province, Netherlands

Context. Product owners lacked foundations to drive agile teams. This was an effect of changes in organizational course, structure and management.Results. Cohesion, motivation, tools both for setting course and for prioritization.

Amsterdam, North Holland, Netherlands

Context. A business unit was lacking performance. Alignment at management level was limited. Results. A supported purpose, direction, expectations and division of roles and tasks at senior and middle management level. Greater impact and profitability of the unit.

Context. The organization had been created at speed. Resulting in subpar performance. People became isolated. Teams fell apart. Productivity and quality went down.Results. Competent management in areas such as direction setting, goal setting and team alignment. Closely aligned teams (7 core teams/ 175 people plus 4 support teams). Future-proof change.

Amsterdam Area, Netherlands

Context. The planning and control of local and provincial governments is expensive, error-prone, has a long lead time and the final products are largely set aside.Results. Market proposition and prototype of a digitized and optimized P&C.

Leidschendam-Voorburg

Context. The reports on politically sensitive projects were late, incomplete and inaccurate. This increasingly worsened the relationship between board and council and between board and organization.Results. Restored trust and relationships due to highly accurate and current reports. This is underpinned by streamlined processes with simplified tasks and.

Context. A reorganization led to a different configuration of the financial teams. Due to poor design and poor management, cooperation and production fell well below standard.Results. High quality financial products thanks to filling open positions and a broad push to further skills, knowledge, processes and relationships.

Context. A newly formed board of directors lacked control over organizational development.Results. Strong focus on urgent areas thanks to an overview composed by the directors themselves. The overview showed, for each organizational unit, its strategic impact versus organizational challenges.

Context. The team lacked profile and was only used for a limited segment of its expertise.Results. A solid position and a broad proposition thanks to team building and a purpose, direction and product portfolio created and supported by the team and its key stakeholders.

Context. The municipality was developing an IT-product in close collaboration with an external supplier. Animosity arose between the two organizations. There was a lack of overview and structure.Results. Engaged management and a joint decision on purpose, goals, and roadmap.

New competitive angles (Haute Equipe)Context. This consultancy firm was not eligible for substantial tenders. Which were essential to further financial and strategic growth as well as for attracting and retaining talent.Results. Enhanced organizational and commercial strategy. Effective stakeholder management, quality management and collaboration. This led.

As part of a trusted team of three, worked with the board to formulate and communicate long-term goals and priorities.Reshaped the annual performance report while engaging with the council, board, senior management and 200 other stakeholders.As its chosen chairman, repurposed the internal young stakeholders engagement network and collaborated with Board of.

Audited, on-time and on-budget, different organizations mainly in the following industries: Banking, Oil & Energy, Defence, NGO's, SME's.

Delivered on a business plan for GoodMorning (IT start-up), engaged with clients, set up marketing activities and advised on product improvement.

Drs., Bedrijfseconomie Met Als Specialisatie Marketing, 8

Gecertificeerd Trainer, De Trainers Academy

"Sturen en Begeleiden van Groepsprocessen" bij de Trainersacademy van Nieuwe Dimensies: theorie, oefeningen en praktijk.

Drs., Bedrijfseconomie

Studie aan de Universitat Autònoma de Barcelona in het kader van het Erasmus/ Socrates programma als onderdeel van de studie.