Verandermanagement of verandersupport?

‘Bukken…. Er komt weer een verandering aan.” Deze verzuchting geeft een vaak waargenomen effect weer bij geplande verandering zoals Lewin (1951) en Kotter die beschreven (1995). Geplande verandering: een verandering door ‘anderen’ bedacht voor ‘ons’, degenen die het voor elkaar moeten krijgen. Liefst in projectplannen en projectresultaten uitgeschreven. En ‘wij’ hebben dit al vaker meegemaakt. Wij weten dat als we ons stil houden, als we even bukken, de kans groot is dat een groot deel van de plannen overwaait en er niet zo heel veel echt verandert. Althans, niet datgene wat in mooie woorden allemaal op papier staat.

Natuurlijk verandert er van alles ondertussen, want we hebben veel contact met onze klanten, patiënten of gasten en collegae, weten wat belangrijk voor hen is en wat ze nodig hebben. We proberen elke dag weer net iets beter, net iets effectiever en efficiënter ons werk te doen, want het effect daarvan zien we direct. Oftewel, ‘we pielen een heleboel’, om met de woorden van Thijs Homan (2018) te spreken en als onze manager de guts heeft om niet de ‘Überpieler’ te zijn, krijgen we het ook nog voor elkaar steeds betere resultaten te realiseren in een leuk team. Ziehier in een notendop waar de andere denkwijze over veranderen over gaat: emergent change (Dawson, 2003).

Zo geformuleerd lijken geplande verandering en emergente verandering twee uitersten die elkaar uitsluiten. De praktijk is wat complexer. Juist omdat de werkelijkheid complexer is, is het heel behulpzaam om vanuit verschillende denkkaders naar een situatie, een vraagstuk of een wens te kijken. Immers, de manier waarop we kijken, bepaalt wat we zien aan mogelijkheden en acties. Degene die een jonge vrouw ziet in de afbeelding van Freud, denkt en doet wat anders dan degene die de heks ziet. De afbeelding echter is precies hetzelfde.

Elke organisatie, ik zou zelfs durven beweren elk mens, kent de uitdaging te navigeren tussen flexibiliteit en controle zoals Parker (2014) in haar stuk aangeeft. Het is dan ook zinvol om als veranderaar te kunnen bewegen tussen een meer planmatige, controle gerichte aanpak waar nodig en ondersteuning van emergente veranderingen waar mogelijk. Dit vraagt dus ook van de veranderaar de nodige flexibiliteit, zowel in denken als doen.

Hoe kunt u bewegen tussen gepland en emergent veranderen?

Onze eerste reflex als iets niet helemaal gaat zoals we in gedachten hadden, is in actie komen: oplossingen bedenken, taken overnemen, extra opdrachten geven, controleren, inregelen, borgen, vastleggen, verantwoorden, adviseren… Herkenbaar? Het is juist dan essentieel om steeds weer opnieuw te kijken naar de situatie, het doel, de betrokkenen en de impact van uw eigen zienswijze, houding en gedrag. Vertragen dus. Gemakkelijk gezegd, maar in de praktijk is het bijzonder moeilijk om even afstand te nemen en een breder perspectief op te zoeken. Niet voor niets noemt Ardon dit van de automatische piloot op handbediening overgaan (2013).

Hoe lukt het u toch?

Door vragen te stellen. Argyris (1977) heeft ons immers geleerd dat we niet alleen moeten reageren op de afwijking van de norm (single loop), zoals bijvoorbeeld de norm om vijf verkoopdossiers per dag af te handelen. Je moet ook kijken naar de oorzaak (double loop) waarom de norm niet gehaald wordt. Zo kun je dag na dag de werkprocessen in je organisatie verbeteren. Dit is nog redelijk voor de hand liggend. Wat echter vaak overgeslagen wordt, is de vraag stellen naar de betekenis van de afwijking voor de doelen en bestaansreden van de organisatie (triple loop reframing). Wat is er erg aan dat die vijf dossiers niet gehaald worden? Wat betekent dat? Voor een organisatie waar aandeelhouderswaarde leidend is, kan het betekenen dat het blijven voldoen aan een bepaald aantal verkoopdossiers per dag gelijk staat aan goede financiële cijfers voor de aandeelhouders. De organisatie bestaat immers voornamelijk voor de aandeelhouders. Voor een organisatie waar maatschappelijke betrokkenheid een belangrijke bestaansreden is, kan het betekenen dat minder mensen goede dienstverlening krijgen.

Door vaker in gesprekken vragen te stellen op het niveau van betekenis in de trant van “Waar zijn we nu eigenlijk mee bezig?” is het mogelijk samen te ontdekken waar het echt om gaat in plaats als hamsters in het rad van de waan van alledag rondrennen. Stel uzelf en uw collegae dan ook vaker een paar vragen op elk van deze niveaus van Argyris en neem waar wat het effect is op de samenwerking, de processen, de resultaten en uzelf. Experimenteer eens met verander support in plaats van verandermanagement, zoals Linda Reumers , deelneemster aan de UMIO Verandermanagement cursus, poneerde. De vraag stellen is immers al de verandering.

Veranderen in elk betekenisvol gesprek

Single – Double – Triple Loop Learning op basis van Argyris’ gedachtegoed

Single loop: regel/ norm

  • Wanneer ben je tevreden met het gedrag of het resultaat?
  • Wat maakt dat je niet tevreden bent met het gedrag of resultaat?
  • Wat gebeurde door het gedrag/ de actie? Bij wie?
  • Welke regel werd wel/niet gevolgd?
  • Welke norm is wel/niet gehaald?

Double loop: inzicht

  • Wat zorgde ervoor dat de norm/regel wel/ niet gehaald werd?
  • Wat is er veranderd in de context/ situatie?
  • Als je kijkt naar de context/situatie, waar moet je dan rekening mee houden?
  • Waarom is de norm/regel zinvol?

Triple loop: betekenis

  • Waartoe?
  • Wat is er eigenlijk erg aan dat….?
  • Wat is er eigenlijk goed aan dat…?
  • Wat is de reden dat je x goed/verkeerd vindt? (Stel eventueel drie keer dezelfde vraag als doorvraag.)
  • Wat is daar belangrijk aan? (Stel eventueel drie keer dezelfde vraag als doorvraag)
  • Wat is nog belangrijker?
  • Waar geloof je in?

Bibliografie

  • Ardon, A. (2013) Doorbreek de cirkel, Business Bibliotheek.
  • Argyris, C. (1977) Double Loop learning in organizations. Harvard Business Review,
  • September-October, 114-125.
  • Dawson, S. (2003) Organizational Change: A Processual Approach, London: Paul Chapman Publishing.
  • Homan, T. (2018) Onderwijssessie Verandermanagement voor UMIO, Maastricht, 4 december.
  • Homan, T. (2014) Organisatiedynamica, BIM Media, Academic Service.
  • Kotter, (1995) Leading Change. Why transformation efforts fail. Harvard Business Review, march-april.
  • Lewin, K. (1951) Field Theory in Social Science. New York, NY: Harper & Row.
  • Parker, S. K. (2014) Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More. Annual Review of Psychology, 65, 661-691

Door: Micole Smits, Ma ORSCC PCC, januari 2019

Micole Smits is als kerndocent verbonden aan de Cursus Verandermanagement

In de cursus Verandermanagement leer je om vanuit verschillende perspectieven naar verandering te kijken. Je krijgt inzicht in de dynamiek van veranderprocessen en de verschillende interventie-mogelijkheden. Zet jezelf in als veranderinstrument.

iEMFC March 2019 seminar | Sneak Preview

Looking ahead, the month of March is going to be important for many reasons. We kick off a seminar with a new series of courses, we welcome a fresh cohort of nine students, we invite a selected company of exciting expert speakers, and we are offering two inspiring site visits!

Kicking off

On Sunday March 17, after a scheduled round of examinations, we officially kick off the iEMFC March 2019 Seminar with a welcome session in informal setting, traditionally accompanied by drinks and “Limburgse vlaai”. This first 2019 seminar will set out to include courses in International Financial Accounting, Accounting Information Systems, Corporate Finance and International Tax & Transfer Pricing.

New students bring diversity

Without giving away too much yet, we proudly present a brief overview of our new student cohort to be welcomed in March:

  • We welcome four students with roots in Morocco, Turkey, Germany and China;
  • The cohort represents a broad range of organisations, including ASML, BAM Infra, EPCOR, FrieslandCampina, KPMG, Nutricia, and Resources Global Professional;
  • The intake’s average age is 33 (which seems to have become a constant over time!);
  • Work experience reaches as high as 8 years on average;
  • With 5 out of 9 students being female we are neatly moving towards a more gender-balanced iEMFC student body (which unfortunately wasn’t the case in the early years!).

With statistics showing increased diversity, we are confident we can advance the level of our programme once more, which benefits each and everyone involved!

Old friends return as expert speakers

As usual, we cordially invite a selection of expert speakers to our seminar. The speakers will introduce their employers and share some unique career challenges and experiences on their road to success. March’s line-up of expert speakers includes:

Roger Dassen
Roger is the newly appointed CFO at ASML, former CEO at Deloitte Netherlands, and former Managing Director of the Postgraduate RA programme at Maastricht University. We happily look back at good old times and look forward to welcoming Roger again at Maastricht University soon!

Suzanne van Noppen
Suzanne is alumna of the iEMFC programme, cohort 2004. At current, she is Director Finance Business Group Ingredients at FrieslandCampina. Obviously, we are very curious about the wise lessons she will be sharing and we are really excited to have her back on campus again!

Beer & Arts combined

Our site visits in March will blend the seemingly opposing worlds of fine arts and… beer! The iEMFC students will be visiting The European Fine Art Fair (TEFAF), which is widely regarded as the world’s pre-eminent organisation of fine art, antiques, and design. After a brief welcome, participants will be offered a presentation on site and will subsequently be able to take a good look around and enjoy the beautiful art works on display. For more information, visit www.tefaf.com.

The seminar’s second site visit will bring our students to the “Brand Bierbrouwerij”; an ancient beer brewery located in Wijlre (Limburg), which was acquired by multinational Heineken in the late 80s. What will follow is an inspiring presentation, a guided tour through the brewery and of course a possibility for attendees to do some field research and taste various beers produced by Brand! For more information, visit www.brand.nl.

Seven years of cooperation between UMIO and NEVI

There are seven days of the week, seven colours of the rainbow, seven notes on a musical scale, seven seas and seven continents and now we are entering the 7th year of successful cooperation between NEVI, a global procurement-training organisation, and UMIO.

Meeting professional challenges in procurement

Procurement professionals in managerial and executive positions are confronted with increasing responsibilities. How can they align the various interests within the organisation to ensure that they create added value for the entire organisation? What is the best way to engage suppliers in the process? And what will be the impact on the company?

Frank Rozemeijer

Prof. dr. Frank Rozemeijer, holds the NEVI Chair Purchasing & Supply Chain Management and the UMIO Chair in Services Innovation at Maastricht University. Next to his research and teaching activities in Maastricht, Frank acts as a consultant for (inter)national companies. This placed him in an excellent position to develop together with NEVI the international Procurement Leadership Programme (PLP) in 2013. Frank is responsible for the curriculum of the programme and shaped the international character of PLP. He has ensured that the English-language programme is aligned with the MaastrichtMBA curriculum of UMIO| Maastricht University to guarantee the desired level of quality of the programme. His experience as a consultant enabled him to paint an integrated picture of the different disciplines within the PLP curriculum and translate that into required competences for procurement leaders in an international context.

The benefits of the programme extend far beyond developing skills, learning theories, and acquiring academic insights. It gives insight into leadership qualities and enables procurement leaders to bring change in their organisation.

“The programme contributes to significant progress in your personal development” Marjon Veenendaal, alumnus of the PLP programme

‘In my view, buyers should be aligned with the business, just like sales people, only in reverse; aligning the organisation with the market. You have to know exactly what the internal customer objectives are, and you need to be aware of the developments within the company as well as in the supply market. It is important to be aligned in order to be able to purchase products and services for maximum benefit.’

‘You learn so much from so many different disciplines, but more importantly, it contributes to your personal development in a fabulous way. Once i had completed the programme, my career accelerated. Integrated thinking was one of the most important lessons I have learned from the PLP. By taking the end customer’s request as a basis, you can utilize opportunities to a maximum. For me, it is a great challenge to be able to do this on a daily basis.’

“Being a more effective leader brings me peace of mind” Huib Spit, Procurement Director at Ahrend, alumnus of the PLP

‘The programme has really helped to increase my impact on the organisation. What PLP offers, with its focus on both theory and practice, with individual, targeted coaching was exactly what I wanted. Particularly the experience-driven learning approach, instead of someone spelling out instructions, was of great help to Huib in his career. ‘I have noticed that people are far more inclined to accept my suggestions, even though they are sometimes perceived as deviating from the standard of practice. People have faith in my ideas, because they see their positive results. This has increased my impact on the organisation, and that brings me great peace of mind.’

More information about the programme

Contact Prof. dr. Frank Rozemeijer

Lifelong employment… and engagement!

Having a job is one challenge. Keeping your job is another. What about going to work with a smile on your face every single day? UMIO, the executive branch of Maastricht University School of Business and Economics gathered a broad range of representatives from the professional and public domain and a group of academics, to talk about sustainable employability. How do we create a durable and fruitful job market? Through an intensive design challenge, they looked at what is desired, what is necessary and what is viable.

Safety is key

Feeling safe at the workplace is an important prerequisite for having fun and being successful at work, says one of the participants in the dialogue session. To get ahead, you need to be able to experiment and not be afraid to make mistakes. As an employee, the only way to get to that stage is if you feel stimulated and supported by your manager. Yet that manager also needs to feel safe and secure, backed up by a robust organisation. You need to have long-term prospects apart from day-to-day routines. You need people that are motivated to go the extra mile.

Lifelong learning means lifelong fun

You may expect that employees who possess the right knowledge and skills are also more productive. Research by Maastricht University indicates that professionals learn most from their efforts at the workplace. Still it is important to complement informal learning with more formal education (professional development) and that you operate in teams that possess high levels of diversity. Do you work in a team which makes you feel at home? A team that represents a multitude of disciplines? A good employer acknowledges these aspects and takes care of a balanced mix of professional and educational backgrounds.

Who is responsible?

After this exploration, participants engaged in the next challenge: what are the required building blocks to design a sustainable job market? And an obviously related question: whose responsibility is it? Gordon Miesen, Manager Business Development & Client Relations at UMIO, summarised the afternoon’s conclusions:

“It is clear that we can all use a practical framework that both organisations and individuals can apply together. Our university can offer some necessary support but we need to work together with business people to determine the details and make this work.”

Succesvolle pilot training Ruimte voor Zorg

Dat meer personeel niet leidt tot betere zorgkwaliteit in verpleeghuizen, en dat veel medewerkers de behoeften van bewoners niet altijd adequaat beoordelen; het zijn opvallende uitkomsten van onderzoeken door de Academische Werkplaats Ouderenzorg Zuid-Limburg.

Deze onderzoeken, die zijn uitgevoerd op verzoek van het Ministerie van Volksgezondheid, Welzijn en Sport, onderstrepen de noodzaak om op een andere manier te kijken naar het verbeteren van de kwaliteit van zorg.

Een voorbeeld van die andere aanpak is de training Ruimte voor Zorg die gezamenlijk is ontwikkeld door UMIO en de Academische Werkplaats Ouderenzorg (AWO), onderdeel van de Faculty of Health, Medicine, and Life Sciences.

Trainer Linda Reumers heeft afgelopen najaar een succesvolle pilot afgesloten van deze training die is bedoeld om de kwaliteit in de ouderenzorg te verhogen en beter meetbaar te maken.

Lees verder in het Jubileummagazine ‘Waardevol ouder’ over de ervaringen van het groepje van 14 verpleeghuismedewerkers van een aantal Zuid-Limburgse zorginstellingen, dat afgelopen najaar aan de slag ging met deze training.

Edward Huizenga inaugurated as Professor

On 1 February, Edward Huizenga accepted his appointment to the Business Practice Chair for Strategy, Innovation, and Change at Maastricht University’s School of Business and Economics.

The central question of his oration:

Does it make sense to design strategies in disruptive times? Yes, As long as we build on people’s behaviour in daily life. Strategy and innovation are foremost a behaviour challenge.

Dr Huizenga has always been fascinated by iconic companies that come up with innovations that are a success. He looks at why seemingly clever products and services don’t get used, even if there is a market for them. This process falls under what business call the 20/80 Rule. Twenty percent of all innovations are a success in the market while eighty percent don’t live up to expectations.

“We’re constantly asking consumers what they think about specific products and services. And we wonder, when they say upfront they like it, but in the end they do not act upon it by buying and using the product and service: have they being collective lying to us, or have we asked the wrong questions? This is where behavioural science comes into play.”

In his inaugural address, “Strategy meets behaviour: new design principles to innovate”, he asserted that companies should define long-term strategies in disruptive times.

“Theories concerning strategy and innovation work from the supposition that people are rational, but they are not. People have their own, personal beliefs, biases and habits in daily life and make predictable irrational decisions. Strategy is more than a plan, it is a behavioural challenge. To this end, we must balance a variety of opposing movements.”

This is the University’s first Business Practice Chair and Dr Huizenga is the first to occupy it. Alongside his teaching position, Edward Huizenga is partner at Benthurst & Co. a strategy consulting firm where he works for companies in Amsterdam, Brussels, Singapore, Germany, and Switzerland to name just a few. It was in his consulting work that he learned how to combine strategy with innovation and behavioural science. As he sees it, strategy models have been around for a while and don’t work as well as they used to, so they need some rejuvenation. During his inaugural address, he talked about the place in business where strategy meets behaviour.

“Businesses and governments are always performing a balancing act in terms of how aspirational their strategy should be, how much money they want to set aside for innovation, and how closely they should pay attention to the facts or have faith in a higher purpose.”

Dr Huizenga considers the existing way of strategy thinking unbalanced. To remedy this, he works according to six design principles that both businesses and government can use to conceive their own strategies:

  1. Aspiration: “Faith over facts” – Balancing an absolute aspiration with demystifying facts.
  2. Discipline: “More over core” – Balancing where to play and how we want to win.
  3. Movement: “Adjust over act” – Balancing adjustment and acting fast.
  4. Behaviour: “Disrupt over do” – Balancing disruptive behaviour with just doing.
  5. Innovation: Balancing exploration and exploitation.
  6. Impact: Balancing purpose and performance.

“If I can teach my students just one thing, it would be to find out what drives people in their daily lives. In every strategy and every innovation, there is really just one challenge – the behavioural challenge. The better you understand that, no matter how irrational people’s behaviour is, the better you can plan for it.”

Dr Huizenga (1970) holds degrees in Economics from Maastricht University and in Business Administration from the University of Zaragoza. In 2001 he obtained a PhD in Innovation Management at Maastricht University. He has written several management bestsellers, including Innovation Management – How Frontrunners Stay Ahead (2001), The Knowledge Factor (1997), and The Knowledge Enterprise (2015).

The Business Practice Chair is established by UMIO, the executive branch of Maastricht University’s School of Business and Economics (SBE). SBE is a leader in strategy, international business, and behavioural economics.

Studying alongside work; tough yet enriching!

Inspiring people to kick off a study, alongside their job. That’s the objective of Road2University. An initiative from the “Brabantse Rotary Meierijstad”, where guests were invited to participate in tasting sessions with a selection of renowned universities. Professors from four learning institutes lined up to cater to a roomful of engaged professionals. “Knowledge is an important factor to stimulate a vital and sustainable society. If only a few were to take a next step by picking up their professional development, we would already be satisfied”, says Kees van Delft from Rotary Meierijstad.

Participants were able to obtain information on part-time programmes from – among others – UMIO, the executive branch of Maastricht University School of Business and Economics. Gordon Miesen, Manager Business Development & Client Relations at UMIO, underlines the importance of professional development. “This initiative allows professionals to familiarise with our learning services in an easy and accessible manner”.

Apart from tasting sessions, the event offered opportunities to have direct conversations with professors, former part-time students and educators. Among the guests were architects, start-up entrepreneurs, building managers, teachers, and directors working for big enterprises. “It seems challenging and tough, but after this evening I feel motivated to take this step and through an additional learning journey invest in myself as well as in my organisation”, concludes one of the many enthusiastic attendees.

Bron: Brabants Dagblad

Foto © Van Assendelft Fotografie

UMIO and City of Maastricht develop a common sustainability roadmap

On December 6, a team of students and staff from UMIO’s Service Science Factory (SSF) presented the results of a project that looked at how the University and the City of Maastricht can operate more sustainably by working together. The eight-week project, Collaboration Agenda 2030, focused on possible synergies between the two.

Maastricht’s municipal government and university are the city’s largest employers, so it makes good sense to join forces in as they develop their 2030 organisational sustainability roadmap. A project of this kind will only work if it involves concrete initiatives.

Student participation as a key ingredient

One of the reasons the City chose to work together with SSF was the involvement of students from Maastricht University’s School of Business and Economics (SBE). Student participation is a key ingredient in SSF programmes like this, as it enables our partners to profit from fresh insights based on the latest academic research. Especially where it concerns a subject like sustainability, which inspires many students.

The challenge

The team considered how the University and the municipality together can improve acquisitions, reduce their carbon footprint, create climate-neutral operations, adopt more inclusive behaviour and ensure employee wellbeing—all of which falls under the heading of sustainability.

Design Thinking

SSF uses their own method for creating innovative solutions, called the Double Diamond Approach, which is rooted in design Thinking. It considers the greater context when designing a solution and consists of the steps “Discover, Define, Develop, and Deliver.”

Design Thinking

“The project is typical for the Service Science Factory approach in that it uses the Design Thinking methodology,” said Carmen Vonken, Project Leader and Service Design Trainer at UMIO’s Service Science Factory. “We start the challenge by investigating the existing situation thoroughly and follow up with creative ideation sessions—a process of brainstorming and rapid prototyping to deliver tangible and concrete solutions at the end of eight weeks.” On October 8, a team of nineteen students started interviewing stakeholders. They studied the academic literature and best business practices to prepare for the co-creation session. In the final step, the ideation sessions brought about a variety of solutions that were further developed into a number of concrete concepts.

Sustainable Maastricht

It was clear to the team that the City and the University are missing out on opportunities. But, by working together, they can leverage synergies to attain some much-needed goals. The team has dubbed the new partnership programme Maastainable—Our Internal Sustainability Journey. It will support knowledge sharing and encourage parties to join forces, teach and learn from one another, and generate ideas together in the fields of sustainable sourcing, sustainable usage, employee wellbeing, and team cohesion.

The Future

“The project went extremely well, and the first meetings between Municipality and University, to implement the findings are planned” Carmen concluded. “The challenge now is how to create ongoing human and financial support for Maastainable.”

Make Service Innovation work for you

How can organisations create innovations that make use of important trends? How can firms incorporate the customer perspective into business and design processes? What are things to take into consideration when it comes to implementing a sustainable innovation?

With a focus on service design and innovation, UMIO offers valuable insights into what is needed to develop enduring innovations that allow organisations to evolve in the 21st century and beyond.

UMIO has assisted a wide variety of organisations including Siemens, Ziggo, LIOF, the Province of Limburg, Puratos, L1 Radio and TV, Canon, Volkswagen, Chemelot, Scelta, and many more.

To find out how to make Service Innovation work for your organisation, please don’t hesitate to contact Carmen Vonken.

iEMFC students join new learning episode in Maastricht

Last November, the students of the international Executive Master of Finance and Control (iEMFC) programme visited Maastricht for an intensive and vibrant period of courses, sharing experiences, and… exams. The model of six two-week seminars per two years is an attractive setup for busy professionals; it enables them to better balance work and study, especially for those who are based abroad. This adds to the international character of the iEMFC student population.

The November seminar was extra special, because a group of new students was welcomed. The periodic influx of new students ensures a healthy dynamic in the group and the programme, and extends the network of the students. It also offers potential participants the opportunity to join for a couple of sessions to see if the programme really suits them. The busy schedule included a company visit, guest lectures and social occasions and concluded with exams on Saturday.

We talked to Prof. dr. Harold Hassink RA, iEMFC Managing Director, about what makes this programme stand out, and we met with some of the new students to find out how they experienced the programme. Harold Hassink:

“The iEMFC programme draws an above average level of ambitious and talented participants. Often they already have a Master’s degree, plus a healthy amount of working experience. The quality of the students is mirrored in the quality of the lecturers and teachers, for whom the quality of the group is an attraction and a stimulating challenge. Some of the teachers are connected to Maastricht University, others are recruited externally. What they all have in common is that they are as well versed in the theory as the practice of their field, for example as partner, consultant or legal advisor. The expert speakers are often former student, who have proven themselves in their fields. They contribute not only content, but also share their personal career and learning journey. Including during the more informal and private settings of dinners and other social activities. The third element that completes the mix of talented students and top-teachers, is our smart didactic model: case driven, peer-to-peer learning, small groups, and lots of interaction. When these ingredients combine, things start to happen; self-reinforcing mechanisms occur, that take the learning experience to the next level. That is what makes the international Executive Master of Finance and Control programme very special!”

 

What the students say…

Thus far, I find the programme very enriching, interactive and doable without an academic background in Finance. Classes are taught by a variety of leaders from both academia and business. There are plenty of discussions during the seminar between students and those experts, which I find very valuable. The interactive seminars help you reflect upon your own experiences and practices you’ve encountered. In this way, the classes help to broaden my frame of reference by providing practical insights and showcasing best practices. As a result, the programme provides a holistic and pragmatic view of the Finance function, that is valuable today and in future roles.

Maastricht University’s two-week seminars, rather than weekly classes, work really well for me, as it enables me to study in the Netherlands whilst working abroad.

FLORA OUDEBOONiEMFC student cohort 2018 | Unilever

I have a background in accounting and auditing with 20 years of experience in business finance and applied finance. I consider the content of the course less important than the opportunity to learn from my fellow students. That is where the real added value lies for me: the exchange with experienced professionals and not just the academic knowledge.

What attracted me to the iEMFC is the flexibility of the programme; the two-week seminars make it easy to fit in with my work. The international aspect and the great diversity of the students was also very appealing. The whole group consists of about thirty people and the working groups of about five fellow students. So you get to work together closely with most of your fellow students.

The group has a very good mix of different expertise, ages, countries and background; this helps a lot. There is also a good balance in personalities in the group. The group is small enough so everybody can participate and have a say, without a small number of people dominating the discussions.

I have already come across several practical ideas that can be implemented in my company. Which is good, because my boss expects clear benefits when I come back, ha-ha! But I have also learned more general lessons about how other people and companies approach and deal with certain business issues.

TRUNG LE QUOCiEMFC student cohort 2018 | FrieslandCampina

My background is a master in Finance at the Erasmus University and I work in Chicago for Nouryon (formerly known as AkzoNobel Chemicals). I wanted an RC qualification and chose UMIO because I heard good stories from colleagues about the programme and the schedules with clustered weeks fit better than i.e. weekly lessons. I was also drawn by the international aspect and experience of the course.

The group experience is very interactive, with lots of mutual exchange and a high level of participation from everybody. This group interaction is very motivational as is the practical aspect of the classes. Everybody has a reasonable amount of working experience and is able to contribute. The teachers make a point of linking theory with corporate life. This practical approach is very appealing.

The programme so far certainly meets my expectations: especially regarding the applicability: theory is matched with very recognisable situations. On the one hand, the knowledge is quite detailed and deep, but you also learn to ask the right questions to a variety of stakeholders. The expert speakers were super interesting as was the company visit to ASML where they showed us how they actually improved and innovated.

The evenings are very social and the exchange continues on a personal and a professional level. This makes for a very nice mix.

WILLEKE ENSINKiEMFC student cohort 2018 | Nouryon

My background is in accountancy, I am not really a financial. A friend recommended the iEMFC programme, especially because of the way it facilitates the exchange of experiences between different businesses and backgrounds.

My last education trajectory dates from more than 10 years ago, so this takes a bit of getting used to again. In the first week, I have already heard and seen many things from a management perspective that we could do better. It has been very insightful. For me the big pros are the sharing of experiences and the international aspect. Hearing different views and opinions about cases serves me very well to broaden my knowledge!

FABIO CIDRALiEMFC student cohort 2018 | Eurobrakes

Design Thinking op de Dag van de Limburgse Financial

Dinsdag 20 november werd TheaterHotel De Oranjerie in Roermond gevuld door circa 240 financieel professionals. Ze waren afgekomen op de alweer achtste Dag van de Limburgse Financial, die in het teken stond van het thema Digitalisering & Leiderschap.

Professor Dr. Harold Hassink, hoogleraar aan de Maastricht University School of Business and Economics (SBE) en programma-directeur bij UMIO, stond in 2011 mede aan de wieg van dit initiatief: “Ten onrechte wordt vaak gesteld dat er te weinig senior financiële posities zijn in onze regio. Deze dag draagt bij aan de bewustwording op dit vlak”. Dat deze dag nu al voor de achtste keer plaatsvindt, onderstreept de geldigheid van deze visie.

Keynote

Na de opening door Harold Hassink was het woord aan Menno Middeldorp, Hoofd RaboResearch Nederland en Hoofdeconoom Nederland voor Rabobank. In zijn keynote lecture benadrukte Middeldorp dat technologische kennis onmisbaar is voor de moderne finance professional, maar dat management niet mag ondersneeuwen door de aandacht voor technologische innovaties. Na het plenaire deel splitsten de aanwezigen zich op om twee van in totaal acht masterclasses bij te wonen.

Masterclass ‘Doing is Thinking’

Dominik Mahr – Associate Professor bij Maastricht University en wetenschappelijk directeur van Service Science Factory – verzorgde een van de masterclasses: Doing is Thinking – De innovatie van digitale financiële diensten.

Digitale disruptie, teweeggebracht door diverse technologische ontwikkelingen, zorgt voor opschudding in vrijwel elke sector. Innovatieve nieuwkomers als Airbnb en Uber tornen aan de posities van het establishment. Bedrijven die tot de gevestigde orde behoren, worden gedwongen hun bestaande bedrijfsmodel kritisch onder de loep te nemen. De financiële dienstverlening vormt daarop geen uitzondering.

Hoe geef je als organisatie handen en voeten aan innovatie? Een bijzonder praktische manier daarvoor is Design Thinking. Deze methodologie is erop gericht om een probleem vanuit de behoefte van de klant te definiëren en met innovatieve oplossingen te komen. Design Thinking draait om denken door te doen, dat wil zeggen goede ideeën snel in de praktijk brengen, van de ervaring te leren en ze te verbeteren. Deelnemers ervaren tijdens de masterclass hoe Design Thinking in zijn werk gaat, door tijdens een korte workshop zelf aan de slag te gaan met een case.

Wat workshopdeelnemers zeiden:

“Design Thinking heeft me aan het denken gezet over de vraag of we binnen onze organisatie wel écht klantgericht bezig zijn.”

“Als deze workshop me één ding heeft geleerd, is het wel dat je bij innovatie altijd vanuit de klant moet denken.”

“Het ‘denken door te doen’ en ‘doen is begrijpen’ sprak mij erg aan.”

 

Service Design voor u?

In een Service Design-traject van acht tot twaalf weken kan Service Science Factory ook uw organisatie helpen bij het vergroten van de innovatiekracht en het ontwikkelen van een nieuw of verbeterd serviceconcept. Organisaties als APG, Siemens en Volkswagen gingen u voor, en profiteerden van de praktische toepassing van de nieuwste wetenschappelijke inzichten en methodes. Voor een eerste kennismaking met Service Design is de Workshop Service Design Thinking bijzonder geschikt.

Meer informatie? Neem contact op met Dominik Mahr