Working closely together with professionals,
I have been able to give form and content to
innovatory entrepreneurship for various employers.

The reasons for selecting my former employers were based on their wish and willingness to change ‘something’.

What have I learned from these experiences?

Even though a systematic approach is required for established problems and desired technical solutions, this is not always sufficient in the case of ambiguous questions and dynamic contexts.
In these situations, managing the process of change
requires a certain amount of eclectic skills: it is more like finding a ford than to join in a predetermined campaign in order to realise a previously set target.

In short, I am convinced that people are more important in doing business and successfully implementing changes than the systems, procedures and models that we so often find in management manuals. To put it differently, I do not believe in the myth of rationality anymore,