McLean & Company

McLean & Company partner with organizations to create a workplace that meets today’s needs and prepares organizations for the unknown future.​

Everything we do is backed by data and best practices, so you can make informed decisions and know exactly what to do next. Our memberships are designed to provide what you need to drive the organization forward – from full-service assessments to practical action plans, impactful training, and more. ​

Visit our website to learn how we can help you create a workplace where everyone thrives.

Executive Counselor

Lambton College

As Director People and Organizational Development I was responsible for the delivery of the following corporate services: Organizational Development, Employee Relations and Strategic Workforce Planning in support of the College’s strategic directions and operational priorities.

Director - People & Organization Development (CHRO)

London Health Sciences Centre (LHSC)

As Transformation Lead for the Continuous Improvement Initiatives across LHSC – I was responsible for supporting the startup and long term success of the Continuous Quality Improvement (CQI) Centre of Excellence. In this role I led the Centre of Excellence Team responsible for the the following outcomes:

1. Culture Transformation Leadership: Overall CQI transformation program management,  culture change leadership strategy, monitoring progress and sustaining the corporate improvement initiatives and the CQI management system.
2.     Knowledge Development: Maintain and evolve CQI approach and infrastructure  ensuring consistency.
3.     Leading Corporate Improvements & Coaching Support: Lead corporate CQI initiatives and develop organizational improvement capability through training & coaching. In addition, manage and support projects and provide coaching for project events and the CQI Management System.
4.     Training and Development: Develop and deliver training to all staff and support train the trainer initiatives.

Transformational Change Strategy Executive Lead - Continuous Improvement of Care

Responsible for building and leading the team of HR professionals who provided solutions-based talent management consulting services including, leadership strategy development, change management, organizational design, leadership recruitment & compensation, succession management and performance management. 

-Guided the consulting team that redesigned and implemented a standardized set of staff competencies and a new performance development process for 12,000 employees in a workplace with multiple collective agreements 

-Executed an organization-wide talent management strategy – 350 leaders are systematically evaluated and development/succession plans were created for each individual on an annual basis

-Directed the process and systems redesign to generate “Talent Management Metrics” enabling senior management to have line of sight on the necessary analytics to support the continuous improve the talent management strategy  

-Coached a team of consultants, specialists and project leaders to successfully deliver performance development and talent management programs, recruitment and management compensation services for our 350 leadership clients. 

- Trusted Advisor to the CHRO &  members of the senior leadership team on matters related to talent strategy

Senior Manager -  Talent Strategy & Organization Development

I was responsible for orchestrating the execution of a comprehensive culture change strategy designed to significantly change the patient and family experience.

In 2014, I was honoured to receive the London Health Science Centre President’s Award for Leadership for successfully leading the change management strategy.

Change Strategy Executive Lead, Patient Experience London Regional Cancer Program

GetKeepGrow inc.

Chief Talent Officer

GoodLife Fitness

Provided strategic leadership to a team of HR/OD professionals to execute the re-alignment of HR and organizational effectiveness services and programs in support of the business strategy and emerging talent requirements. (6,000 employees across Canada) Developed and directed the execution of a comprehensive human resource strategy. Provided strategic HR council to the CEO/COO/CFO and senior leadership teams. Transformed the HR function into a consultative, results-driven, customer centric service delivery team.

Director - Human Resources & Organization Effectiveness (CHRO)

Fanshawe College

Adjunct Professor Human Resources

Ontario Government

Recognized with the Ontario Public Service Award for Human Resource Management Innovation.

Senior Consultant, Organization Development/HR Strategy, Attorney General of Ontario

Mayne Nickless North America

Regional Senior Manager

Mayne Nickless North America 

Major Account Manager

National Operations Manager

A strategic human resources leader & leadership coach with over 25 years of bringing people-focused solutions to the most niggly business challenges to achieve results. With experience across the spectrum of HR practices, David’s specialities include:  talent management, executive coaching, process improvement, organizational change and transformation and leadership development.

Dave cofounded “get keep grow inc” a  Canadian employee engagement and retention professional services corporation.




Please note views and opinions expressed are my own and do not represent the views of my employer

David McLean

The most essential skills for 2030?:
They’re not just technical. They’re strategic.

 Jeroen Kraaijenbrink shared this helpful original post and infographic:

This chart from the World Economic Forum shows what employers expect to matter most by 2030.

In the upper-right quadrant—skills that are both core today and expected to grow in importance—we see:

-> Analytical thinking
-> Resilience, flexibility & agility
-> Leadership & social influence
-> Motivation & self-awareness
-> Creative thinking
-> Systems thinking
-> Curiosity & lifelong learning

These aren’t niche capabilities. They’re the core drivers of strategy in action.

Yes, technological literacy, AI and data skills matter too. But the bulk of what’s rising isn’t just technical—it’s about how people think, adapt, lead, and execute in a changing world.





Acknowledgment: original post reposted here and infographic by Jeroen Kraaijenbrink  



#chro #hr #ceo

“If you can define the problem differently than everybody else in the industry, you can generate alternatives that others aren’t thinking about.” - Roger L. Martin, The Opposable Mind: How Successful Leaders Win Through Integrative Thinking

The following is an original post by Jeroen Kraaijenbrink: 
 
The most powerful ideas are born in paradox.
Between creative and logical thinking. 
Not “either-or” but “both-and.”

When solving complex problems, we’re often told to “be creative.” Other times, the advice is to “be logical.” But the real challenge is that both are necessary and that they often pull in opposite directions.

Creative thinking (divergent) asks us to open up possibilities.
It pushes us to explore, question assumptions, and imagine without limits.

Logical thinking (convergent) asks us to narrow down.
It pushes us to test, synthesize, and focus on what is feasible.

Too much creativity without logic, and ideas remain fantasies.
Too much logic without creativity, and solutions are incremental at best.

The paradox is that real progress requires holding both modes at once. First expanding the field of vision, then zooming in with sharp focus.
It’s not “either-or.” It’s “both-and.”

That rhythm—divergence and convergence—is how possibility becomes progress.

Do you apply both types of thinking in balance? Or do you overemphasize creative or logical thinking?

Acknowledgment: Visual: Timothy Timur Tiryaki, PhD  

===
Announcement: Jeroen Kraaijenbrink is about to launch the Big 5 of Strategy—a research-based framework that helps people build the core strategic competencies needed to thrive in today’s fast-changing world. The assessment goes live in two weeks, but you can already join the hundreds of people already on the waiting list at big5ofstrategy.com to be among the first 1000 participants.

Do you want to build an elite team?
And create meaning at work?

What follows is a repost of an original post by Oliver Aust  

It's not magic. It's the power of rituals.

Rituals can help you build a team that’s more connected, engaged and driven.

A team that feels meaning. 

This week on Speak Like a CEO, I speak with renowned psychology professor Michael Norton of Harvard Business School. 

Michael is the author of The Ritual Effect, and he shares how smart leaders use rituals to shape their organizations from the inside out.

Here are 7 powerful insights:

🔹 1. Beyond the Surface: Rituals aren't just about fun activities; they forge a shared identity, purpose, and values that define your company's DNA.

🔹 2. More Than Habits: Rituals are imbued with emotion and meaning, creating a sense of connection and purpose that habits simply can't match.

🔹 3. The Power of "We": From team chants to company-wide traditions, rituals create shared experiences that bind people together and foster a powerful sense of belonging.

🔹 4. From the Bottom Up, Not Top Down: The most effective team rituals arise organically, reflecting the team's unique culture and values. Empower your people to create them!

🔹 5. Meaning in the Everyday: Discover how rituals can transform your workplace culture, injecting meaning into daily routines and making employees feel more connected to their purpose.

🔹 6. The Ritual Advantage: Learn how rituals can enhance team performance, improve communication, boost morale, and even reduce employee turnover.

🔹 7. Craft a Culture of Connection: Discover how to create an environment where meaningful rituals can flourish, strengthening your team's bond and driving organizational success.

His insights are pure gold for all leaders who are serious about creating a workplace where people feel valued, connected, and inspired.

🎧 Tune in to the full episode (link in comments).



📌 And follow Oliver Aust  for more strategies on leadership and communication.

Boundaryless Group

Boundaryless is a niche consulting company providing solutions and resources supporting organizations in their (digital) transformation. 

Our main focus areas are advanced analytics & data forensics, intelligent process automation, artificial intelligence and test automation. 

We do this by providing what we call “deep expertise” as we employ some of the most experienced transformation and automation specialists. Therefore, we have a wide range of capabilities to support your program and your journey. Whether you are starting a transformation initiative, or whether you are looking to scale up further.

MAIN RESPONSIBILITIES:
•	Lead engagement with key clients and prospects
•	Design Automation strategies and transformation roadmap
•	Lead technology-enabled change programmes
•	Build up Centers of Excellence, provide expertise and resources
•	Identify business opportunities and deliver automation projects.
•	Business Development for Switzerland.

Senior Director Digital Transformation

INSEAD Executive Education

The role as a COO has evolved beyond the mere task of reporting to the CEO on day-to-day business operations. Nowadays, the COO is expected to collaborate closely with the CEO, working in tandem to create an innovative vision for our organization that fosters long-term value. 

The INSEAD Executive Education Chief Operating Officer (COO) Programme guides participants to navigate unprecedented market challenges and drive cross-functional business development under the guidance of experts from one of the world's foremost business management schools.

The core module consisting of Strategy, Operational Excellence, Growth Strategies, Leadership, Digital Transformation, Customer Centricity, Financial Decision Making, Agile, Sustainability and Negotiation. 

I selected the three additional 3 electives: M&A Success Strategies, Supply Chain Management and Strategies for a Circular Economy (Sustainability).
.

🎓 Executive Education - INSEAD COO Programme.

CXO Transform

Integrated Program in collaboration with Lucerne University of applied Sciences and Arts.
LEADING BUSINESS TRANSFORMATION covers three areas:
.
- Business Transformation Management
- Digital Enterprise Transformation 
- Digital Customer Relationship Management 
.

Digital Business Transformation Master Black Belt Development

SWAROVSKI

Responsible to provide, develop and implement a holistic Total Quality Management System for all product and services of the Consumer Goods Business.
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- Orchestrator of Quality Management along the entire Value Chain
- Quality and Continuous Improvement in all Supply Chain areas
- Operational Excellence transformation
- Customer Centric quality in product and services creation and delivery
.

Vice President, Global Head of Quality Management

Group Function Quality and Operational Excellence - Operations
.
MAIN RESPONSIBILITIES:
• Global responsibility for the Quality Management of the entire ABB Group
• In collaboration with the Divisions, Country Quality leaders & Group Functional Councils, define and implement short, medium and long term actions to improve Quality of products, processes, and services delivered throughout the entire value chain to improve customer satisfaction, reduce Cost of Poor Quality  (as annual waste of EBITA) and create a Culture of Quality
.
DIMENSIONS:
• Up to 158,000 people globally in 600+ sites, 2000+ local units and 100 Countries
• 4,500 Quality & Opex professionals in 21 Business Units and 15 functions
• Leadership span of control: 48 Country (direct line) and 30 Business Quality managers
• Direct reports: 1 VP & 2 AVPs + external consultants
• Budget responsibility $1-2m
.
KEY ACHIEVEMENTS:
• Improved the Customer Loyalty (NPS) from 35 to over 50% in 3 years
• $1 bn+ Opex savings delivered yearly through execution of 9,000+ projects
• Accelerated the ABB 4Q Problem Solving approach (Lean Six Sigma):
     - trained >13,000 people in basics (project savings >$600 mn)
     - doubled the number of Trainer Coaches from 350 to 700
     - doubled the number of Master Trainer Coaches from 100 to 200
• Spearheaded the design of the future ABB Leading Operating Model: 
     AS-IS situation, Target Operating Model (TOM), intermediary Target Conditions 
     and design of a staged transformation process
• Put in place a group ABB Integrated Quality Management System
• Transformed the Quality Function: structure, people, processes
• Successfully executed a global Quality Culture Survey: 20,700 responses analyzed
• Designed and delivered a Quality Leadership Development program to the top 200 Quality leaders (2 weeks of training + coaching)
• Drove the creation of 21 Business Units Quality Improvement Plans
• Digitalization of Customer complaints, Opex savings, blended eLearning
.

Group VP, ABB Head of Quality Management

University of Buckingham

.
This Master is a unique graduate education that combines masters-level teaching for senior managers and improvement leaders with practical, hands-on skills development in manufacturing and service locations across the UK and Europe. 

The original MSc was founded by Dan Jones.  My program directors and mentors were best-selling authors and Lean authorities John Bicheno and Pauline Found. 

PROGRAMME:   9 modules, 1,500h of learning, assignments, exercises, completed by real hands-on business interventions in manufacturing and services.

DISSERTATION:     "Impact of QUALITY CULTURE on Business Performance".
It includes the creation and launch of global Culture Survey at ABB and the analysis of more than 20.000+ responses.
.

Post Graduate - MSc in LEAN Enterprise

Nestle

.
With revenues of $98 bn & 333,000 employees. Nestlé is the world’s leading nutrition, health and wellness company. Member of Nestec Ltd, Nestlé Headquarters, NCE Nestlé Continuous Excellence, Corporate Innovation, Technology and R&D. NCE  is the Group-Wide initiative offering continuous improvement approach based on “LEAN Thinking".

Michel was accountable for all LEAN Initiatives in the 30 Product Technology and R&D Centers Worldwide (3,500 people worldwide), and in all the Corporate Technology Functions.
.   
MAIN RESPONSIBILITIES:
• Support Corporate R&D leaders to choose the right Scenario for LEAN Initiatives Roll-out
• Provide direction to the Management Committee, mobilize Stakeholders, build LEAN awareness, promote Lean Principles in Product Development and Innovation
• Coordinate implementation of Lean Activities and Resources across R&D centers
• Set-up NCE Competence Pillars (methodology, training, coaching, monitoring): LEAN Office and Design, Early Management, Focused Improvement (Six Sigma), Knowledge Mgt, Education & Training
.
KEY ACHIEVEMENTS:
• Supported Nestlé Continuous Excellence (NCE), Corporate Innovation, Technology and R&D
• Set-up of the Lean Office and Lean Design pillars (Centers of Excellence)
• Managed two global lean Managers and a virtual team of 20 experts
• First Lean Office assessment in R&D successfully passed in December 2012
 .

Corporate LEAN in INNOVATION Manager

Hitachi Consulting (formerly Celerant Consulting)

Celerant is a global Operational Strategy and Implementation consultancy specializing in specializing in Operational Transformation. 

Our eight global service lines deliver capabilities in: operational strategy & deployment, operations management, organizational effectiveness, supply chain, operational transformation, innovation & growth, mergers & acquisitions, and sustainability.

Main RESPONSIBILITIES and ACHIEVEMENTS:
• Coached a Lean Transformation project at client site: Kaizen workshops, Value Stream Mapping, visual management, Lean leadership training
• Developed the Operational Transformation / Lean Service line
.

Vice President Operations - LEAN

Avery Dennison

$6.5 bn revenues and 32,000 employees Global Fortune 500 manufacturer of pressure-sensitive adhesive materials, apparel branding labels and tags, RFID inlays, and specialty medical products. HQ in USA California.

Member of Corporate GLOBAL OPERATIONS Team, located at the Corporate Europe Headquarters in The Netherlands. Leadership Team member of European Supply Chain & Operations. Reporting to the Global Ops/ Enterprise Lean Sigma Leader.
.
MAIN RESPONSIBILITIES and ACHIEVEMENTS:
• Responsible for Enterprise Lean Sigma (ELS) in Europe: 5,000 employees in 20 manufacturing plants, revenues of $2.0 bn
• Engaged a team of fifty: 6 Directors, 20 Managers and 25 Gold Associates
• Be the Trusted Advisor and Thought partner to the business leaders. Understand the business problems, priorities and objectives 
• Drove the evolution of ELS towards an Enterprise-wide Operating System
• Deployed the business Strategy via OGSM and A3 method (A3 Strategy, Review & Actions)
• Coaching, Teaching, Sharing. Develop an army of Problem Solvers and A3 Thinkers
• Influenced Cultural Change at all levels
• co-organized 11 weeks of Lean Leadership Development coaching workshops (Lean, Systems Thinking, Values and Principles), Lean Assessments in manufacturing plants, Kaizen events
• Drove and accelerated cross-divisional Knowledge transfer via Yokoten
• Coached Lean in Project Management: Fast Validation product Innovation, Lean Design, rapid prototyping, rapid Learning cycles, business case, and customer validation
.

European LEAN Sensei, Corporate Director Europe

Philips Consumer Lifestyle

With revenues up to €31.5 bn and 227,000 employees (1999), Philips is a global technology leader with three divisions serving customers in electronics, healthcare and lighting. Philips Consumer Electronics was the business-to-customer division.

International SALES Organisation (ISO) Cluster. Worldwide sales of €1.0bn, 690 employees in 37 locations, serving 132 countries. Based in Singapore and member of the ISO APAC Region Customer MARKETING Management Team.

Michel was responsible, with a team of three to five, to deploy Sales Promotion-Effectiveness initiative, globally in the four regional sub-clusters of ISO, as well as in some strategic Emerging Growth countries. Coaching of the Regions executive team members: Financial (Pocket Price Waterfall) and Process mapping, Promotions evaluations with ROI tool and embedding new process in day-to-day activities of the sales force.
.
KEY ACHIEVEMENTS:
• Countries Financial accounts analysis leading to €10-15million Euros Costs optimization
• New fact based and data driven process in place leading to higher and predictable ROI on sales promotion spending, with high impact on sales growth and bottom line profit
• Deployed the methodology in 12 country sales organizations worldwide in nine months (140 days travel): APAC: China, Singapore, Thailand, Malaysia, Korea and Japan; Middle-East: HQ in Dubai, UAE, Saudi-Arabia, Turkey; LATAM: Panama HQ, Brazil, Argentina, Chile
• Personally trained 200 people from Marketing, Trade Marketing, Sales and Finance and management teams
.

Global Sales Promotion Effectiveness Deployment Leader

In addition to former role of Business Improvement, Michel was also in charge of supporting the Singapore Changes related  due to the merger between two Philips divisions.
.
MAIN ADDITIONAL RESPONSIBILITIES:
• Selected as the Change Agent and Transformation Champion 
• Re-design and Simplify our business model and processes in alignment with new corporate Process Framework, organise Change, Communication sessions and Health-Check assessments 
• Participate in the first Philips Asia-Pacific DFSS DESIGN for Six SIGMA Black Belt training + LEAN training, Kaizen events
• Execute a DFSS Six Sigma project: reducing Product Field Quality to increase overall Consumer Satisfaction
• Execute a DMAIC Lean Six Sigma project in Sales and Marketing. Improve Promotion Effectiveness (optimize promotional Sell-out and Costs) in country Sales Organisations.

KEY ACHIEVEMENTS:
• Business Reorganization and Change Transformation executed according to plan, with minimum disruption in operations (95% of project delivery on time in 2008)
• Successful implementation of various Market and Consumer driven Changes:  Consumer Net Promoter Score (NPS), Simplicity Experience Testing, CDC Customer Delight Competition, Category Management
.

Black Belt, Business Improvement and Change Manager

.
Following the success of the previous assignment, Michel was offered an expatriate challenge at  Philips Electronics Singapore Mainstream Displays Global Innovation Center (Sales: €4.0 bn, 100+ product introductions per year. 550+ high-tech employees), to transform the organisation into a LEAN and QUALITY PROCESS oriented organisation. 

Management Team member of the Quality Department: Product Development & Supplier, Consumer Care, Field Quality, Black Belt & Reliability. Change Champion for the Integrated Product Development (IPD) process. 

Additional Responsibilities:
• Led a local team of 10-15 people, of which 3 direct reports
• Facilitated the Business Strategy Planning and Review process: performance’s diagnostic, Desired state, Target Condition, coordinate and review the implementation of the Strategic Initiatives
• Chair the Business Improvement Steering committee
• Incorporated successfully Design for Six Sigma (DFSS) methodology into the product Innovation process, with focus on front-end consumer processes: Consumer Insights, Value Propositions, VOC tree, CTQ, DfX
• Managed the Compliance Verification of Project Milestones and develop Methods and Tools

ACHIEVEMENTS (shared):
- Overall Cost of Non Quality of the business reduced by 35% = €50 mn in three years time period
- Speed: Time To Market reduced by 50%; moving from one to two product market introductions per year
- Developed a intranet interactive Improvement Management System (for project tracking) and a digital Balanced Scorecard system (key business performance indicators)
- The business won in 2007 the Philips Regional AP QIC Quality Improvement Competition Award
- Organized 30 assessments and audits: business, processes and functions.
.

Business Excellence & Innovation Programme Manager

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Philips Consumer Electronics Innovative Applications, Bruges, Belgium. High-end TV global sales of €1.0 bn, up to 700 employees, 350 in R&D, 100 in production 

Quality Manager, Head of the BUSINESS EXCELLENCE & PROCESS OFFICE, reporting to the General Manager.  
.
MAIN RESPONSIBILITIES
• Managed a local Improvement workforce of 100+, of which 13 Continuous Improvement champions and 3 direct reports (QA Process experts). Chairman of the Business Improvement Steering Committee.
• Responsible for Business Process Improvement of the business line, with all its functions (Marketing, Product and Project Management, R&D, Technology, Purchasing, Operations, HR, IT, Finance):
• Owned the Business Performance Improvement Cycle: key business Initiatives, Business Improvement Plan, Strategy Deployment, Resources allocation, performance Indicators, progress Reviews, Assessments
• Implemented the Philips Business Excellence framework, including Lean Six Sigma, DFSS, CMM for software (Level3), Process Survey Tools, balanced Scorecard measurement system
• Own edthe Quality Management System (EFQM-ISO) 
• Benchmark best in class organisations and implement best practices. Provide Coaching and Leadership regarding quality and process improvement, Communicate and promote a Culture of Excellence
.
ACHIEVEMENTS: 
- Execution of 300 Cross-Functional projects (Six-Sigma-DMAIC, Kaizens, PDCA, 8D). 
- Participated in 50 Assessments and Audits, as leader, organizer, or member
- Typical Results: 30-40 % reduction on project lead-time, Time to Market maintained above 90%
- Recognition Awards: Philips Business Excellence Bronze Award in 2003. Ranked N°1 for Business Improvement in the whole Consumer Electronics division end 2005. “Best of the Best” Award at the Europe QIC Quality Improvement Competition in 2006
.

Head of Business Process Office, Quality & Continuous Improvement

.
High-End Global Development Center TV, Belgium, Flanders.
Ten global projects per year (for Europe, US and Asia), five heavyweight project managers, 40 types of products, annual budget Euro35m, turnover Euro1.0b, 350 development people.

MAIN RESPONSIBILITIES and ACHIEVEMENTS:
• Steered the Business Programming and Operations Planning process leading to the Global Program Board: financial investments, clustering of projects, resources allocations
• Delivered 10 global projects and 40 product introductions on markets per year
• Administered the Project Office, with the support of a project officer: portfolio change and risk control, phase-gates milestones reviews, resources and audits
• Managed a Project (US product) as heavyweight project manager
• Increased the average On-Time Delivery of projects from 48% to 90%
.

Global Project Operations Planning Manager

CXO | T-shaped leader | Quality & Business Transformation | Lean Agile Operating Models & Culture | Digital Innovation

A T-shaped visionary Executive Leader with system thinking, customer centric & result-oriented approach to success. Unique skill set from 32 years of International experience in multiple B2C and B2B environments from Operations to Strategy.

Michel Berthus: mberthus at gmail.com

Over the years, as Transformation Leader, I acquired the reputation to have the passion, gravitas, ability and hands-on experience to:

•	Design & implement tailored Business Models and Systems, combining best Practices from various types of approaches into purposeful, efficient and performing systems
•	Drive global Scale-up of Enterprise Transformation, covering Performance Management, Operating System, Organizational Learning & culture change
•	Connect the dots and solve sustainably organization’s systemic problems, delivering business results
.
✔ INDUSTRY EXPERTISE
High-Tech, Engineering, Robotics, Automation, Aerospace, Consumer Electronics, FMCG, Packaging, Services
.
✔  LEADERSHIP & CULTURE TRANSFORMATION
• LEAN Thinking
• Agile Leadership
• Catalyst for Change
• Coaching
• Principles & Valued Behaviors
• Talent Development
• High Performing Teams
• Profile Myers-Briggs: eNTj
• High Integrity
• Collaborative  

✔ BUSINESS TRANSFORMATION
• Business Models Design & Implementation
• Target Operating Models
• LEAN Enterprise, Manufacturing, Office & R&D
• Corporate Governance
• Stakeholder Mgt
• Strategy Execution
• Program/Project Mgt
• Organizational Design
• Scalable Learning
• Quality Culture

✔ QUALITY & OPERATIONAL EXCELLENCE
• Lean, Six Sigma, TOC
• Total Quality Mgt , Business Excellence
• Systems & Design Thinking
• Continuous Improvement
• Process Architecture, BPM
• Operations & Supply Chain
• Cost of Poor Quality
• Problem Solving
• Reputation & Risk Mgt

✔ CUSTOMER-CENTRIC INNOVATION
• Customer Value
• Customer Experience & Loyalty - NPS
• Customer focused Product, Process & Service Quality
• End to End Digital Transformation
• Exponential Technologies

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The Battle

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Michel Berthus ✔

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