A form has never been the best way to understand someone. AI enables multimodal input.
From minimal input to rich context: AI-driven multimodal input is transforming how financial institutions make decisions.
Educational Portfolio Management: Don’t Get Stuck in Dilemmas—Make Clear Choices
Educational institutions can no longer afford to operate in isolation. “Through mergers and collaborations, we are able to retain talent for the region and continue to invest in high-quality Education,” says Jos Van Kessel, chair of the Board of Directors at Koning Willem 1 College in the Northeast Brabant labor market region. The introduction of a Community Council—comprising representatives from government, the business community, and the Education sector—provides support and assistance in decision-making. At the same time, he also recognizes the importance of continuing to encourage dissent in the process: “It’s okay if there’s some friction.”
Column by Peter de Bruin | “Moving Forward Toward Ourselves”
There are many levers that need to be pulled to address all the challenges facing our economy and society. We ourselves are a key factor. If we reconnect with nature, progress will naturally follow, argues Peter de Bruin in his latest column.
Column by Peter de Bruin | Vaccination Hesitancy Exposes the DNA of the Healthcare System
Sometimes it takes a crisis to gain insight into your own DNA, writes Peter de Bruin. In the healthcare sector, the slow vaccination rollout makes it clear that there is nothing wrong with healthcare in the Netherlands—but there is certainly something wrong with how it is organized. We need more scale and collaboration. We need to support the healthcare system and combat fragmentation. The many healthcare administrators, virologists, and other medical professionals who have publicly expressed their surprise have a point. Thanks to the coronavirus, the healthcare system now has a better understanding.
Column by Peter de Bruin | “Letting Go of the Patient”
Healthcare in the Netherlands is of high quality. Yet it costs a lot of money and requires more people than we have. Can we do better? Yes, but that requires collaboration. This is difficult to achieve because of the many “mine versus yours” debates about money, data, systems, etc., fueled by the sense of responsibility for “my” patient. Collaboration is only possible with—and through—administrators and healthcare professionals who are willing to move forward by letting go of the old ways.
Column by Peter de Bruin | Coronability
In his columns on Strategy Execution, Peter de Bruin has previously argued that the ability to adapt is the best strategy. The coronavirus pandemic shows us that our environment has a greater influence on our behavior than we as humans think we can control. And by extension, the same applies to change management. People don’t want to be changed. However, you can change their context, and then they will adapt to the changing environment. From now on, we’ll call that “Coronability”!
Column by Peter de Bruin | Ability
In his latest column, Peter de Bruin emphasizes that the way we go about achieving our goal says everything about what we ultimately achieve. When we take responsibility as a unified group, our ability to respond to changing circumstances grows. This is an approach to Strategy Execution that leaders and teams can develop.
Column by Peter de Bruin | The Corridor
During the pandemic, Peter de Bruin especially misses the hallway—the place where formal and informal interactions come together and things start to happen. What now? In his latest column, he invites us to his home for “the most delicious cappuccino.”
Column by Peter de Bruin | Ovatie
In a crisis, sometimes you need to look to an icon for inspiration. Conductor Bernard Haitink is a prime example of leadership. His magic can help us through our crises, argues Peter de Bruin in his first column of 2021.
Column by Peter de Bruin | Curtains
“What is ownership?” Peter de Bruin asks in his final column of 2020. When are you an owner? Owning it all, from recruitment to curtains. Peter de Bruin comes to realize this after choosing a different role. Beyond the “everything and always” mindset, there’s more time for pure enjoyment and added value.