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

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.

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.

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.

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.

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 capability through a powerful and prominently positioned IT/innovation team.

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.

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 responsibilities, a digital reporting system and a decrease in production time needed from 28 to 2 days. Also, winner National Innovation… Show more 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 responsibilities, a digital reporting system and a decrease in production time needed from 28 to 2 days. Also, winner National Innovation Award 2014. Show less

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 to successful tenders and consequently to lower costs, higher turnover and greater employee satisfaction.Collective… Show more 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 to successful tenders and consequently to lower costs, higher turnover and greater employee satisfaction.Collective strategic and organizational course (Dutch Safety Board)Context. The establishment of the Dutch Safety Board coincided with their investigation into a major disaster. As a result, there was no time to address organizational issues.Results. An understanding by the board of strategic and organizational possibilities.IT-product development back on track (province of Utrecht)Context. The development of an IT-product was essential for the creation of a politically important initiative. However, the IT team was demotivated. The lead developer wanted to leave the team.Results. Accelerated IT-product development. This by rejuvenating the IT-team, removing political unrest and bringing a strong content-driven focus. Show less

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 Directors, Senior Management and selected members.

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.