Leaders can let go and still be in control.
 
 

Books

Technology has made it possible to apply a new management philosophy. Managers can let go and still be in control.

BEYOND CONTROL:

Managing Strategic Alignment Through Corporate Dialogue

By Fred Lachotzki and Robert Noteboom

Leading large organizations involves managing both their performance and their striking-power – i.e. their capability to execute strategy. The latter is best achieved by measuring and managing alignment between the corporate strategy and its execution. Yet for company leaders no amount of travel or motivational sessions can ever be enough to ensure that the strategy is communicated deep into the organization, understood, accepted and executed. CEOs need a proven model to allow them to delegate and decentralize. The management focus must be shifted from structured control to guided interaction.

Managing by strategic pull and operational push achieves this shift. Doing so requires a permanent (often real-time) corporate dialogue between the CEO and key executives. The authors of Beyond Control have learned from experience that for this to work consistently over time, a dedicated communication infrastructure is needed. This executive dialogue centre is an Internet-based portal specifically designed as a virtual CEO office to manage the interaction between the CEO and his or her key people.

Introducing an executive dialogue centre allows the CEO to move to the middle of the operation but keep the corporate agenda alive. It also represents the ultimate commitment to a management style of strategic pull and operational push. By creating a well-defined operating arena that enables people to participate and thrive with clear, responsible freedom, the CEO can measure and manage strategic alignment. The result will be an organization that continuously outperforms the expectations of clients and stakeholders.

VALEDICTORY LECTURE PROFESSOR FRED LACHOTZKI:

A Plea for a Future

30 November 2016

Professor Fred Lachotzki has formally ended his position as professor of Corporate Strategy at Nyenrode Business Universiteit. His valedictory speech was entitled "A Plea for a future" ("Een Pleidooi voor een toekomst").

 

Download the valedictory lecture:  Dutch version |  English version

View the lecture slides:  Dutch version |  English version

Read the full article about his speech (Dutch) and his royal honor on Nyenrode Newsroom

 

View the lecture and ceremony on film

Cases

Case studies of real-life issues are great tools for bringing out the essence of management dilemmas while enabling students to learn about the consequences of interventions – or the failure to intervene.

The cases listed below either were written by Fred Lachotzki or involved him directly or indirectly. Several cases, teaching notes and possible 'B' and 'C' cases can be ordered at the European Case Clearing House. Contact: 'cases@ecch.com'

See All Cases
ROYAL WESSANEN NV: FROM WELLNESS TO AUTHENTICITY

Koninklijke Wessanen is a Dutch foodstuffs/drinks/consumer products company with a rich history in its home country and an aggressive record of spreading to international markets after World War II. By the turn of the 21st century, however, the firm seemed to have lost its way: its financial performance was abysmal, mainly due to an ill-advised push it had made into the US market for “wellness” products (i.e. specialty foods). The case is mainly the tale of the executive who came to Royal Wessanen's rescue: Ad Veenhof, formerly of Philips Electronics, who engineered a turn-around (despite an accounting scandal within US operations) with what he called his “Operation Phoenix.” Yet at what point does a savior's aura fade, so that he becomes more of a hindrance than a help? How much must the company's performance decline – and maybe it is just an outlier result - before that once-savior chief executive has to go?