“Control your future”

Control your future

Our solutions focus on making companies future-proof. Managing a transforming world in which change is the new standard requires innovative solutions that can be implemented quickly. Successful companies have mastered this process. They do not use change as an excuse, but capitalise on the latest advances and developments to reshape and drive further improvement. They are proactive and in control. We do not know exactly what their future has in store, but we do know how to get them there. The first piece of advice we give our customers is ‘Control your future’. Taking control of the future is the philosophy we live by every day when devising and improving our solutions. We have now learned that the following characteristics are embedded in the corporate culture of successful companies:

  1. They choose the right priorities
  2. They are sufficiently ambitious
  3. They implement a policy focused on the right people
  4. They improve continuously

1: Choose the right priorities

We have all come across the breed of manager who is constantly in fire-fighting mode. Responding to situations in the here and now, instead of constructively engaging in tomorrow’s business processes. Stephen Covey’s Eisenhower Matrix illustrates how to prioritise tasks in relation to their importance and urgency. When Ton Büchner joined AkzoNobel in 2012 as the new CEO, operations were dominated by bank loans being taken out to pay dividends. Büchner shifted the company’s focus and introduced his Three Laws: safety, integrity and sustainability. Five years after joining the company, the stock price has doubled and AkzoNobel is able to pay the dividend from its own assets, dispensing of the need for loans. Büchner did not allow himself to be swayed by the issues of the day, but worked on things that were really important. And it paid off!


According to Stephen Covey, quality happens in quadrant II.

ERP ambition

Tesla’s ambition goes further than just earning money.

2: Sufficiently ambitious

The best ambitions aren’t actually about monetary gain. They aspire to a greater goal that transcends financial considerations. Take the example of car manufacturer Tesla: of course the company wants to make a profit at the end of the year, but the company’s actual ambition goes beyond that. To quote their website:

“Tesla’s mission is to accelerate the advent of sustainable transport.”

Turning this ambition into reality means they will sell more cars. An ambition such as: ‘sell 25% more cars next year’ would never have generated the same passion for the Tesla brand.

3: Policy focused on the right people

HR policy often focuses on attracting talent, instead of utilising and developing existing talent. Successful companies also embrace the talent already present in organisations. They respond to the actual needs of their employees. Motivation and engagement is not always about hard cash; future perspectives and self-improvement are usually far more important, as are ‘softer’ employment conditions, such as flexible working hours or working partly from home. Google deals effectively with talent: employees can spend 20% of their time as they wish, without being held directly accountable. The results speak for themselves: products such as Gmail, Google Adsense and Google News were developed during this ‘20% time’.


The first station in the Netherlands to be created by a shipbuilder.

4: Continuous improvement

Central Industry Group (CIG) started life as a supplier of metal products to the shipbuilding industry. Stagnating business in 2008 prompted CIG to scrutinise its core business from a fresh and creative perspective. Although shipbuilders formed the majority of its clientele, CIG’s core competencies included efficiently manufacturing metal plates. There was also a demand for this specific expertise outside the shipbuilding industry and CIG now also supplies facade sections and parts for metal engineering structures. The company makes optimum use of the same processing techniques as those applied in ship steel construction. Spectacular projects completed by CIG projects include the Porsche Pavilion in Wolfsburg (Germany), the ArcelorMittal Orbit viewing platform in London and the NS (Dutch Railways) station in Arnhem. CIG is exemplary of how a business model can successfully adapt to new market conditions.

“The best ambitions aren’t actually about money.”

How we interpret ambition:

Before we support businesses with our solutions, we critically examine the basic processes. We generally find that initial improvements can be made in the following processes:

Success stories

We have helped these companies to achieve their ambitions:

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