What we discover, we love to share
Keep looking. Keep learning. Keep innovating.
Good advice starts with staying ahead in our field. That’s why we stay curious about new ideas from research and science, and above all about what we discover in practice together with our clients.
We research, experiment and translate our findings into new insights on human capital, leadership, work and organisation. We share these at our Bright events and incubator sessions, in blogs, articles and books, and on stages and in lectures.
Here you’ll find our insights, ideas and experiences from practice. An invitation to look differently and think further.
In practice, organisations often struggle to align their ambitions for employees, leadership and collaboration. The whitepaper Human Capital Ecosystem explores how to examine and strengthen both the visible and underlying dynamics within your organisation.
People are not resources, but assets to businesses. Human capital belongs on the boardroom agenda and is a matter for top leadership. Discover more in the book Human Capital: Chefsache!
For an organisation, we not only developed an HR strategy with broad support, but also set the HR function in motion from the outset. By combining strategy development with organisational development, we fostered ownership, a shared direction and the ability to deliver.
For one of the Netherlands' four largest municipalities (G4), we translated the projected workload involved in tackling electricity grid congestion into the staffing capacity and skills required. We also developed a scenario-based model to help the organisation plan ahead and make informed decisions.
We established a foundation of good employment practices and mutual responsibility between employer and employees. Rigid working relationships were transformed, enabling people to enjoy their work again and collaborate effectively.
How do you decide which responsibilities should be managed centrally and which should sit with individual schools? We worked with a secondary education foundation to develop a service catalogue that brings clarity to roles and the support needed.
For a nationwide secondment and consultancy firm, we developed and implemented a new performance and development review cycle, career pathways and clearly defined HR processes, among other improvements.
A large national public sector organisation needed to realign its structure and governance with a new strategic direction. We worked to clarify responsibilities, enable more decisive decision-making and develop a coherent organisational plan.
By organising the HR function as a whole organisations can create an HR function that not only supports day-to-day operations but also makes a lasting contribution to organisational ambitions, job satisfaction and the development of human capital.