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Drastic times ask for drastic measures. While incumbents struggle to adapt to change, burdened by their legacy systems and archaic structures, 50 million lean startups, each year, battle to gain trust and traction to enforce a window-of-opportunity to upscale their operation. Both have to deal with the uncertainty and anxiety of our time: disruption will either happen to them, or they do it to others. Either way, business-as-usual has ended.
In accordance with the Law of Creative Destruction the cards will be reshuffled to give rise to the next era of prosperity. Matured technology, developed in the previous century, shall be replaced by better, faster, and cheaper alternatives, allowing the economy to grow. Any attempt to halt progress will be fruitless. Many jobs will be lost, but new jobs ─ different ones ─ will be created.
To cope with change, we must, therefore, first embrace it. This will require a readiness to change, both as an organization as well as an individual. This demands social innovation, by distributing authority downward and allowing people to experiment.

McKinsey research showed that 70% of business transformations fail because of organizational dynamics: “We still treat employees as artisanal craft workers — siloed individuals, manual handoffs, old tools — instead of integrating them into an enterprise team with platforms that provide visibility across the entire assembly line and automate individual and cross-functional work.”


Following a four year study into the virtues that drive and enable commercial excellence, we found that functional, mental, and data silos are a root cause of poor commercial performance. We’ve created an integrated framework, known as ROUNDMAP™, to help reveal most, if not all, causes of disappointing financial returns. However, international research confirms that most of these causes will be attributable to one facet: cross-functional barriers.
But there is more. Many disrupters that entered the market during the past two decades adopted new business models that were previously unprofitable and, therefore, unappealing. As digital technology removed barriers, amongst physical ones, some digital champions managed to grow exponentially, inspiring many others, speeding up the process of premature product discontinuations.
Our mission is to help firms quickly identify and address the root causes of poor customer performance while assisting them to both defend existing revenue streams, as well as to design new ventures that will lead to sustaining growth and renewed prosperity.

We believe digital technology has the potential to transform both the business enterprise as well as society, allowing more durable products to emerge with a much smaller environmental footprint. When given the chance, we’ll encourage our customers to adopt new business model that will profit from this potential.


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