Measurable Organizational Impact
The difference lies beneath the surface. Two organisations, same market, same talent pool.
Same strategy on paper. One delivers,one doesn't.
The difference is never visible in the boardroom. It lives in the network underneath, in the thousands of promises being kept, or quietly broken, every single day.
This is what changes when you go to that level.
Measurable Organizational Impact
The difference lies beneath the surface. Two organisations, same market, same talent pool.
Same strategy on paper. One delivers,one doesn't.
The difference is never visible in the boardroom. It lives in the network underneath, in the thousands of promises being kept, or quietly broken, every single day.
This is what changes when you go to that level.
Learning to trust myself and other people gave me access to a state of curious calm. In my organization promises to clients were finally being delivered, silos disappeared.
Berend-Jan, General manager at Wijnbeurs BNX/Colaris
Learning to trust myself and other people gave me access to a state of curious calm. In my organization promises to clients were finally being delivered, silos disappeared.
Berend-Jan, General manager at Wijnbeurs BNX/Colaris
The impact of this method on organizations
The impact of this method on organizations
GSK
Fokker
Finlays
Bernhoven
De Lucht Tankstations
The Challenge
The Healthcare Products, Northern Europe Division had been experiencing a rate of annual growth in sales of between 2%-5%. The Leadership Team decided to commit to becoming the fastest growing OTC (over the counter) while maintaining a strong #1 position in oral care (with heavy competition from P&G).
Results
Working with Johannes Leerink, the Northern Europe Region (a 6 country area) committed to working as one regionwide team causing double digit revenue growth. Within 2 years they achieved 29% revenue growth becoming the fastes growing region within GSK as well as among others a record 92% engagements score of their employees and a significant productivity increase per fte.
"We delivered breakthrough performance with our teams, as measured by a 95% engagement score, resulting in impressive changes in business performance."
Linda Noë, Global HR Director at CRV
"We delivered breakthrough performance with our teams, as measured by a 95% engagement score, resulting in impressive changes in business performance."
Linda Noë, Global HR Director at CRV
Johannes Leerink, the architect of the hidden transit method has led leadership programs for more than 25000 people in more than 15 countries and 150 organizations.
People
Countries
Organizations
"To make progress, I learned to do the opposite of what feels right. For me, this means stopping hard work. Now, I truly hear what people are saying, rather than what the voice in my head tells me about them.
The complex challenges of today demand that we connect on a much deeper level."
Saskia Cornelissen, Board secretary at Bernhoven
"To make progress, I learned to do the opposite of what feels right. For me, this means stopping hard work. Now, I truly hear what people are saying, rather than what the voice in my head tells me about them.
The complex challenges of today demand that we connect on a much deeper level."
Saskia Cornelissen, Board secretary at Bernhoven
"To make progress, I learned to do the opposite of what feels right. For me, this means stopping hard work. Now, I truly hear what people are saying, rather than what the voice in my head tells me about them.
The complex challenges of today demand that we connect on a much deeper level. "
- Saskia Cornelissen, Board secretary at Bernhoven
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The impact of this method on organizations
GSK
The Challenge
The Healthcare Products, Northern Europe Division had been experiencing a rate of annual growth in sales of between 2%-5%. The Leadership Team decided to commit to becoming the fastest growing OTC (over the counter) while maintaining a strong #1 position in oral care (with heavy competition from P&G).
Results
Working with Johannes Leerink founder of Vanto Group Europe, the Northern Europe Region (a 6 country area) committed to working as one regionwide team causing double digit revenue growth. Within 2 years they achieved 29% revenue growth becoming the fastes growing region within GSK as well as among others a record 92% engagements score of their employees and a significant productivity increase per fte.
Fokker
Finlays
Bernhoven
De Lucht Tankstations
"As a father I stopped running the family as a business and became open and accessible. For our organisation: as recognised by the President of Namibia, our Namibian farmers made the impossible possible."
Niels Stolk, Co-Founder / CEO Solarus