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Second opinion

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Fitting leaderschip

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Procurement in the Healthcare Sector in 2011

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Broken connection
De Vergrijzing Voorbij
5 February 2013

Changes in our society demand a different approach to caring for the elderly. Whether it concerns ageing, cuts in collective provisions or new technical advances, one thing is clear: care for the elderly in the Netherlands is in an increasing state of flux.

Doing business in Africa
9 January 2013

Instrumental, illustrative and first detailed account of Dutch entrepreneurship in Africa, developed by Berenschot, Rotterdam School of Management (RSM) and the Netherlands-African Business Council (NABC). “Excellent book that really does justice to the scale of opportunities and challenges in Africa”- Frank Braeken, Executive Vice President Africa Region Unilever.

Succesvolle portfolio's
22 November 2012

Especially in times of crisis it is crucial to have the right portfolio. Each year companies increase their product range on average by 10% in spite of the fact that the effect of the crisis reduces sales by 20% to 40%. This is due to the fact that 60% of industrial companies do not have an explicit product strategy. Without strategic portfolio management, this structural proliferation remains unchecked and causes operatingresults to come under undue pressure. This is the conclusion of portfolio experts Laar, De Gier and De Wolf in the new Berenschot bookSuccesvolle portfolio's, portfoliomanagement in de praktijk (Successful Portfolios, Portfolio Management in Actual Practice).

Berenschot Leiderschapsboek
30 May 2012

Is leadership all about inspiring people? Or achieving results? Is it a question of natural ability? Or learned behaviour? When is a leader effective? And how can you tell? Is it furthermore possible to develop this ability? And if so, how? 'Het Berenschot leiderschapsboek' (The Berenschot Leadership Manual) helps you formulate an answer to these questions. Obsolete insights are no longer effective in this regard. It requires a fresh outlook.

Het Groot Strategieboek
27 March 2012

Smart, strategic choices make organisations more interactive, authentic, flexible and decisive. The creation of the strategy process is a critical success factor for the ultimate result in this respect. But how does an organisation manage to shift into the right ‘strategy gear'? And how do you determine what does and does not belong in a strategy process?

Aan de slag met het nieuwe werken
1 March 2012

Filip van den Bergh and Steven Marshall surveyed 72 organisations concerning the status of the New Way of Working. Let the report inspire you, and realise your own HR stratey and policy objectives in the area of the New Way of Working.

Agrofood Strategy Trends 2012
16 February 2012

The sector has high ambitions, as is clear from the Top Sector Team's objectives. Our research shows that the sector has a summery forecast despite the economic winter. However, there is still reason for concern. Today's times demand versatile companies with a refined strategy and implementation. The sector must focus on its strategic challenges in order to flourish. Only then can it achieve its highest ambitions and reap the fruits. To accomplish this, you will need to take and indeed free up time.

strategische conversatie
14 February 2012

Organisations are increasingly intertwined in partnerships and networks. Minor disruptions in one organisation have immediate consequences for all partners in the chain. The timely perception of trends and developments among ‘the neighbours' and their anticipation is thus a determining factor in the survival of organisations.

strategy-trends-2012 up-from-the-downturn
3 February 2012

Uncertainty will be omnipresent in 2012. This is the biggest challenge in setting a strategy. Companies appear to focus on things they have control over in these uncertain times. Companies withdraw from customer focused strategies to product focused strategies, tailoring solutions to customer requirements is of decreasing interest and co-design is thought to be less important than last year. Also companies strive less to build alliances or cooperation with other parties in the value chain. Companies first and foremost try to distinguish themselves by the quality of their products and services. We hope this does not lure them into neglecting their roles in value chains but rather maintain an external orientation.

Samenwerkende brancheorganisaties
16 January 2012

The boundaries between sectors are blurring. This is causing sector organisations to breach each other's territory. They are now facing a strategic challenge: how to deal with these new competitors?

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