Consulting

I regularly teach executive education and give speeches on topics such as "how to make a strategy happen", "stimulating profitable growth", "strategic serendipity", "balancing creativity and control", and, "value -destroying M&A".

I sometimes also work more closely with companies. The type of consulting that I always deal with is "the big picture", that is, they deal with an overview of the organization as a whole, rather than a specific department, a specific project (e.g., IT implementation) or some form of coaching. Yet, they can roughly be divided into two types; 1) Strategy formulation, and, 2) Organization projects.

• Strategies for growth:
  This involves formulating a strategy. Sometimes it also deals with the identification of new markets.

• Acquisition strategy:
  Growth may be linked to acquisitions. Often it concerns a combination of acquisitions and organic growth. These projects deal with explicit guidelines on the balance between organic and acquisitive growth, the type of acquisitions, the markets that they are taking place in, and the way and extent of integration.
  See also this article in Sloan Management Review. (Summary of the article)

• International expansion:
  Sometimes growth implies moving beyond national borders. International expansion strategy deals with how to expand (greenfields, joint ventures, acquisitions, etc.), where to go (geographic focus) and the resulting organizational structure.
  See also this article in Business Strategy Review. 

• Strategy audit:
  This can be a fairly short and "hands-off" project; does your current strategy fit the different tests, are the choices you have formulated consistent, and can they lead to a sustainable competitive advantage?

Organization projects

• Organizational effectiveness:
  Often people have the idea that their organizational architecture doesn't entirely fit their strategy and circumstances anymore. These projects offer a structured approach to identifying and redesigning the relevant organizational elements

• Knowledge sharing:
  Coordination and knowledge sharing are important features of organization. These projects deal with the optimization of knowledge development and use. For example, some firms consist of comparable units (e.g. supermarkets, leisure parks, or similar plants in different locations); knowledge developed in one part is likely relevant for the others, but often does not reach it. A different organizational architecture may enable the organization to make better use of the knowledge it has.
  

Often projects concern a combination of the above. Sometimes they are combined with some form of executive education.