“We should not do fewer things badly, but rather more things

BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
Magazine for
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2014 132
GENERAL MANAGEMENT
EFQM: The European Federation
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When buying art becomes investing
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Hoe energie besparen?
Prof. Michael Braungart
“We should not do fewer things badly,
but rather more things well”
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
UITGEVER / ÉDITEUR &
DIRECTEUR
EDITORIAAL / EDITORIAL
WHY MEDIA WILL
PLAY A CHANGING
ROLE IN THE FUTURE
Dirk Vermant
Dear Reader,
In this Internet era, we all enjoy instant access to information.
Nothing surprising there. What’s more interesting, however, is
that thanks to the Internet ‘authorities’ are slowly but surely disappearing. Take doctors and professors, for example: no longer
are they the sole guardians of health and science knowledge.
This phenomenon also affects business media. To maintain its
significance, business media will have to reinvent itself. A few
years ago, CxO Magazine launched a totally innovative co-creation concept. By making magazines in collaboration with readers, pages not only became more accessible, they also got where
they were meant to go: with editorial content that really did the
job. This novel concept helped CxO Magazine to lay the foundations for the future of our media. This makes you, the readers,
the winners of this unique media model, by helping each other
out in a smart way.
But co-creation does not end at our national borders. Better yet,
through upscaling, co-creation can be rolled out throughout
Europe, and even worldwide. By offering you a European outlet, CxO Magazine helps make businesses smarter and stronger.
That’s why, as a prelude to our European plans, the magazine
will feature many English and French articles. By making this
co-creation model international, we aim to set an example to the
many SMEs eager to stand up and be counted. We stimulate and
give insights, drawing on knowledge from international sources.
Omdat de klanten van BASE mobieler zijn,
biedt BASE hen megasnel 4G, waar ze ook zijn.
KMO’S BESPAREN DANKZIJ BASE GEMIDDELD 41%* OP HUN
MOBIELE TELECOMBUDGET. CONTACTEER ONS EN LATEN WE SAMEN
BEREKENEN HOEVEEL UW ONDERNEMING KAN BESPAREN.
Because businesses do better when they’ve got the right information, that’s our goal. In these days of overflowing inboxes and
information overload, CxO Magazine facilitates better strategic
decision-making. How? CxO Magazine gathers information and
filters it for independence, reliability and relevance, helping to
keep you on the right course.
Happy reading!
Bel 0486/19 1940
BASEbusiness.be/KMO
ADVERTEERDERSLIJST
Accel p. 53 - Administri p. 35 - Barco p. 15 - BASE p. 4 - BNP PARIBAS FORTIS p. 68 - Faculty Club p. 36
ING p. 2 - OVAM p. 17 - Profiles p. 39 - SalesAssist p. 45 - Samsung p.47 - Skelia p. 29 - StepStone p. 36
Val-I-Pac p. 13 - ViCre p.1, 57, 66 - ViCre (advertorial) p. 21 - Vito p. 61
* Gemiddelde besparing op het bedrag van de laatste factuur
van 300 KMO’s, die een offerte van BASE business hebben
aangevraagd tussen 1 januari en 30 augustus 2014.
OKT-NOV 2014
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Magazine for executives & decision makers
BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
12 . . . . . . Authentic Leadership: room for essential questions
50
GENERAL MANAGEMENT
16
ICT
50 . . . . . . Bi-Monthly Headlines
52 . . . . . . Expert Group ICT:
14 . . . . . . Coverstory: Prof. Michael Braungart
Thematic article: IT security
16 . . . . . . Vlerick Business School: Big Boss Survey
18 . . . . . . Business innovation
Une société bruxelloise aux commandes de l’informatique gestuelle
20 . . . . . . AMS: From Special to Specialist
56
22 . . . . . . B-Information
LOGISTICS & MANUFACTURING
56 . . . . . . Expert Group Logistics & Manufacturing:
L’industrie pharmaceutique en Belgique
Thematic article: Transport Management
24 . . . . . . EFQM: Business Excellence
28 . . . . . . Thema-artikel: Internationaal ondernemen
34
FINANCE & LEGAL
32 . . . . . . Recente ontwikkelingen m.b.t. het octrooirecht
60
34 . . . . . . Expert Group Finance & Legal:
Thematic article: Wealth Management
FACILITY MANAGEMENT
60 . . . . . . Expert Group Facility Management:
Thema-artikel: Lighting & Relighting
HUMAN RESOURCES
38 . . . . . . Expert Group Human Resources:
Thematic article: Retention Management
38
40 . . . . . . W hat can we learn from Ganesh ?
Newsletter PMS
41 . . . . . . De sollicitant is de baas
64
SALES & MARKETING
42 . . . . . . W ho is responsible for pricing at your organisation?
62 . . . . . . Op de boekenplank
63 . . . . . . Testimonial
44 . . . . . . Expert Group Sales & Marketing:
In zee met Kia Sportage
Thema-artikel: Mobiele Communicatie
64 . . . . . . Cars
46 . . . . . . CxO Leadership Forum 2014-15
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AUTO & LIFESTYLE
Happy Profit / De Wet van Snuf
Newsletter EPP
44
Honda Civic Tourer / Maserati Ghibli
48 . . . . . . Identity & Branding (5)
Thought Leadership
OKT-NOV 2014
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
RAAD DER WIJZEN CONSEIL
DES SAGES BOARD OF THE WISE
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
ALGEMENE DIRECTIE GROTE ONDERNEMINGEN
Frédérique
Bruggeman
Managing director
Robert Half België
en Luxemburg
The Board of the Wise is a group of entrepreneurs, general managers and directors of SME’s,
multinationals and non-profit organisations who decided to join the CxO community.
In both CxO Magazine Print and CxO Magazine Digital the members of the Board of the Wize are
sharing their knowledge and inspiring vision through interviews and articles.
ERELID
RECENT TOEGETREDEN LID
Kris Cloots
Country manager
ISS
Hedwig Maes
President EMEA
Rockwell
Automation
Luc Deflem
CEO
Securex
Dirk Momont
Managing partner
Auxo
Chantal
De Vrieze
Jean-Claude
Delen
CEO
Econocom
Senior Executive Vice
President at DHL
Global Forwarding
Jan Ronsse
Jean-Paul
Van Avermaet
Country
Leader Oracle
BESTUURDERS COMMUNITIES
Managing director
G4S Belgium &
Luxemburg
Alexander
Dewulf
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Cebeo
Eric Van Bael
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commercial & ublic
sector EMEA
Ron Embrechts
Algemeen directeur
Care
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President & CEO
Atlas Copco
CEO
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Deloitte België
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Eddy
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Afgevaardigd
bestuurder
Havenbedrijf
Antwerpen
Antoon
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Voorzitter
raad van bestuur
IMEC
Prof. dr. Marc
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Directeur
Itinera Institute
Dirk Fransaer
Afgevaardigd
bestuurder Vito
Philippe
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Decaan
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School
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Vlaams
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Paul
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Flanders Investment
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Frank Van
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Directeur
FOD Sociale
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Solvay Brussels
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voor Mobiliteit
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Lijsebetten
CEO
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Karel Vinck
Coordinator at the
EU Commission
Olivier Willocx
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BECI
ALGEMENE DIRECTIE KMO’S
Eugène
Beckers
Eddy Bonne
François
Goddet
Eddy Helsen
Gonzales
Stubbe
Ann Vancoillie
Chairman
Zenitel
Voorzitter
ABRA
Anja Cappelle
Algemeen directeur
The Reference
Christophe
Cherry
Country director
Atradius Belux
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Noë Denecker
Bestuurder
Honda Europe
CXO EDITORIAL EXPERTS
Marc Lambotte
VP & GM Benelux &
Nordics Unisys
Luc Van den
Brande
Voorzitter Raad
van Bestuur
VRT
Eric Verrept
Administrateurgeneraal Vlaamse
Gemeenschapscommissie
ONDERNEMERS KMO’S
CEO
Groep S
Arn
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Erwin
De Weerdt
Gabriël
Fehervari
Zaakvoerder
Worldlinx
CEO
ViCre
CEO at Zenith
Optimedia
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bestuurder
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Wim
Hoeckman
CEO
Victor Buyck Steel
Construction
Paul Van
de Perre
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Caesar Real Estate
Fund
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Huysveld
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Cleven
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Partena, Cluster
Ondernemingen en
Ondernemers
Francis
Jespers
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bestuurder
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CEO
Euler Hermes
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Pascale
Van Damme
Luc Van den
Bossche
General manager
Dell
Voorzitter
Directiecomité
Optima
Rudi Deruytter
CEO
DATEX-CKV-Goffin
Kredieten
Inge Plancke
Jonas
Dhaenens
CEO
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Hugues Rey
General manager
USG People Belgium
CEO Havas Media
Belgium
Willy Van
Overschée
Saskia Van
Uffelen
CEO
CIMCIL
CEO
Belux Ericsson
Astrid
De Lathauwer
Viv Hermans
Directeur
Acerta Consult
President
Belgian Relocation
Center
Burt Riské
Peter Ryckaert
Managing director
B-information
Daniëlle
Vanwesenbeeck
Zaakvoerder
MasterMail
Director Cegeka
Chairman Feweb
Tine Verhelst
Directeur
Faculty Club
Jan Heiremans Luc Hellemans
Managing director
StepStone
Marleen
Smekens
Managing partner
Mentorprise
Bruno
Verhofstede
Onafhankelijk
bestuurder en
Consultant in
Bedrijfsstrategie
CEO
Arcadis
Johan Sneyers
Algemeen directeur
Val-I-Pac
Walter
Vermeeren
Managing director
Nova Group
Nicolas
Saverys
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Hans Wilmots
CEO
BDO
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
CxO EXPERT GROUPS
HUMAN RESOURCES
LOGISTICS & MANUFACTURING
ICT
FACILITIES
FINANCE & LEGAL
© Jos Verhoogen
SALES & MARKETING
Prof. dr.
Peggy De Prins
Docent en academisch
verantwoordelijke
HRM AMS
Walter Engels
Koen Dewettinck
Sales & Customer
Services Director
DHL Parcel
Raymond Evens
Sabine Gekiere
Jurgen De Wever
HR manager
DHL Global Forwarding
(Belgium)
Bart Janssens
Denise Laros
Patrick Muylle
Kristian
Vandenhoudt
HR Manager
Atlas Copco
HR Dept. Director
McDonalds’
Belgium
Bert Lyssens
Corporate HR manager
Agfa-Gevaert
Marc Van Hoecke
HR Counsel
KPMG
Marketing Manager
Siemens
Christian Luyten
Nathalie Arteel
Commercieel directeur
Arteel Recognition
Solutions
Véronique
Fauconnier
Business Development
Director
Nova Relocation
Lise Mulpas
Corporate
Communications Officer
Isabel
Communicatie
Elia System Operator
Stéphane Thiery
Annemarie Van
Asbroeck
Directeur du Marketing
de la Mobilité durable
TEC
Senior Marketing
Manager
Havenbedrijf Antwerpen
Piet
De Grauwe
Peter Bal
Marketing manager
Cofely Services
CIO
Wabco Vehicle
Control Systems
Dirk Hendrickx
Geert Christiaens
Vice President EMEA
Barco
Manager IT Services
and
Business Processes
Tiense Suikerraffinaderij
Steve Muylle
Jan Dobbenie
Professor of Marketing
Partner of Vlerick
Business School
Johan
Vanden Bergh
Marketing manager
KIA Motors Belgium
CIO
ENI
Christiaan Peeters
IT Manager,
Arteco - Total België
Chris Borremans
Jan Buys
Dave Bellekens
General manager
European IT Komatsu
Europe
IT Manager
Accor Hotels Belgium
Christiaan
De Backer
Prof. dr.
Steven De Haes
Mike Callens
CIO
Tom Tom Group
Catherine
Hellebaut
Director Knowledge
& Research
AMS
Logistiek directeur
Multipharma
Vice Persident
sourcing
Atlas Copco
Airpower nv
Christophe
Huygens
Suzy Costers
Regional Business
Service, ERP
& IT Leader Benelux
3M Benelux
Professor KU Leuven
Wim Schollaert
Prof. dr.
Bart Sijnave
Jos Marinus
ICT Manager
Gates Europe
CIO
UZ Gent
VP Vlaanderen
PICS
Jürgen
Berckmans
Robert Boute
Geert
Van Hootegem
Hoogleraar
KULeuven
Linda Verdonck
Director Human
Resources
Ricoh Belgium
Vicky Welvaert
HR Director
Asco Industries
Patrick
Van der Avert
Peter Van Eycken
Anne Van Gils
Joris Vanholme
Manager Corporate
Communications &
Marketing Belux Atradius
Credit Insurance
Marketing manager
Gosselin Group
Sales Director BeLux
Unify Communications
Marketing manager
Attentia
Arnold
Van Garsse
Marketing & Sales
Manager
Bulo Office Furniture
Kalman Tiboldi
CIO
TVH - Thermote
& Vanhalst
Freddy
Stijn Viaene
Van den Wyngaert Ass. Prof. of Management
CIO
Agfa-Gevaert Group
Information Systems
Partner of Vlerick
Business School
Ass. Prof. of Operations
Management
Vlerick Business School
Exploitatie­
verantwoordelijke
Decathlon Benelux
Erik Chabot
Olivier Corluy
Steve Calmein
Business Unit
Manager Logistics
Honda Europe
Nik Delmeire
Nationaal voorzitter
O.T.M.
Luc Peeters
President
PICS Belgium
Liesbet De Munck
D emand
Planning
Coordinator WEZ
AB-Inbev
Maarten Peeters
President
VIB
Supply Chain Director ­
Nutricia-Milupa
Belgium
Marc Slegers
Geert Swinnen
Alex Van Breedam
Johan
Van Den Broeck
Tom Van Dijck
VP Telenet
Procurement
& Supply Chain
Nico Vandaele
Ward
Van Rijckeghem
Prof. dr.
KU Leuven
Marketing Com­
munications Manager
Volvo Cars Belux
Erik Aerts
Supply Chain Director
Danone
Logistiek manager
Hansen Transmissions
International
© Sven Everaert
Directeur personeel en
organisatie Campina
Belgium
Grit Adriaenssens
HR Manager
Shell Belgium
HR Manager
Aveve
HR manager
Gosselin Group
Els Druyts
Ass. Prof. of HRM
Director part-time MBA
programme
Vlerick Business School
Head of Supply Chain
and Procurement bij
Ineos ChlorVinyls LVM
Prof.
KU Leuven en
Universiteit Antwerpen
Facility manager
Johnson Controls
Mieke Loncke
Directeur
IFMA
Koen Van Haelst
Directeur facilitaire
diensten
Provinciebestuur
Antwerpen
Sébastien
Berlanger
Facilities manager
Coca-Cola Enterprises
Belgium
Stephane
De Klerck
Building Infrastructure
Manager
The Brussels Airport
Company
Claude Pintens
Facility & Security
Domain manager
Loterie Nationale
Jeroen Boon
Erik Boone
Kris Coppens
Finance Director
Bosal Benelux
Sylvain
dal Vecchio
Facilities-Projects-Risks
Floré Group
CFO
Gosselin Group
Frank Geets
Patrick Descamps
Rudi De Winter
CFO
Van Laere
CFO
Randstad
België & Luxemburg
Ann Troch
Financieel directeur
Aveve
Luc Janssens
Paul Lievens
Philippe
Maeckelberghe
Administrateur-generaal
Agentschap voor
Facilitair Management
Facility manager
D.E. MASTER
BLENDERS 1753
CFO
EOC Belgium
Johan Maes
Directeur Financieren
Aquafin
Geert Stienen
CFO
Egemin
CFO
Ondernemingen
Jan De Nul
Jan-Willem
Ruinemans
CFO
Hansen Transmissions
International
Finance Director
Belgium & Luxemburg
Fujitsu Technology
Solutions
Matthew Fite
CFO
Deceuninck
Regine
Slagmulder
Ass. Prof. of Accounting
& Control
Partner of Vlerick
Business School
Marc Van Gastel
Head of Department
Invest
FIT
Purchase manager
BASF
De expert Group ICT wordt verder
uitgebouwd dankzij de ondersteuning van:
Steven Vansnick
Sales manager Ricoh
Belgium
WWW.CXONET.BE
Paul Vermeylen
Jan Vroemans
Commercial Manager
Marsh
Marketing manager
Jaguar Land Rover
Belux
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
AUTHENTIC LEADERSHIP: ROOM FOR ESSENTIAL QUESTIONS
WE LEAD THE COMPANY WITH AMBITION
AND ON A HUMAN SCALE
“What you see is what you get – this goes for Argenta, and for me.” Thus speaks John Heller, Argenta CEO
for a good 5 years “with the ambition of making Argenta the best bank in Belgium. Over the last few years
the bank has grown from 300 to 800 staff members and last year we posted profit of 157 million euros.”
Katharina Müllen
encourages vitalizing
leadership: the healthy
way to sustainable
performance and
a happy life: www.
mindaware.org
She is active in www.
ALIVE-Dialogue.org.
EXECUTIVE
SUMMARY
Between patience
– the grass doesn’t
grow any faster than
you can cut it – and
impatience – if it
doesn’t happen
I’ll explode – John
Heller is busy using
the Argenta DNA –
transparent, honest,
sober, no-nonsense,
long-game, strong
customer relations
– to become
the best bank in
Belgium. “The best
– not the biggest:
it’s possible, we’ve
done such amazing
things in recent
years and we’re flatout busy catching up
in areas where we’re
not number one.”
[email protected]
WWW.CXONET.BE
“But Argenta still has plenty of room
for improvement. I have not yet
reached my benchmark. Personal
leadership development is just as
important as a solid trading result.
This applies, of course, to the young
talent, but we also depend on the people who have been carrying Argenta
for many years: professional, creative
energy is critical here. ”
IF I MIGHT ASK
When, at the age of 37, I first assumed
responsibility for leading a company,
I asked myself: “What am I doing?
I’m too young for this responsibility.” Fortunately I was able to find
a mentor who pointed me towards
loads of relevant books. But I was
frightened to death surrounded by
so much experience. Spurred on by
my own limitations, I began to ask
questions. Over the years I’ve noticed
that this works best: an interrogative
style combined with setting a fixed
direction. That’s how I stimulate our
young talents.
TEACHING ORGANIZATION
ness and how to achieve it. A stimulating environment is important.
‘The context brings on change’, that
sentence struck during a presentation
by Prof. Ghoshal. That’s just one of
the reasons why I’d like to transform this building into a stimulating
work environment in which together
we can create a village community
that helps to encourage interaction
between people – work-related, of
course.
LEADERSHIP PROFILE
Driving people on by constantly
reminding them of their roots soon
burns you out. Driving for ever
greater productivity makes no sense;
we need a different style of leadership.
In Argenta we try to do this via a profile in which five aspects are central:
team-mindedness, responsibility,
initiative, achieving results together,
and professional knowledge. We look
to the balance between these qualities
without hierarchy. This development
– the technical and the human ¬– is
crucial for the future of our company.
Am I doing something special? No,
not really. Anyone can do it – so have
confidence in them.
It’s much more difficult to get a group
of people pulling the same way once
they’ve been in the company for
20–40 years. What kind of environment should I create for them?
People are looking for different
organizational models: our way of
organizing in big organizations is
not ‘human’. I have to deal with this
every day. I believe that you have to
trigger energy in people. What do I
take home with me from experience
in other companies and voluntary
organizations? “Be open yourself!” ANYTHING GOES
In fact I’m in constant dialogue with The best things I see around me here
the people in Argenta about open- are all about well-qualified young
talent. They are socially engaged
and genuinely interested in corporate
social responsibility, sustainability,
etc. They are consciously busy with
choices: ‘Where do I want to work?’,
‘What do I want to learn?’, ‘What do
I want?’ more than ever before, that’s
my feeling.
We pay close attention to these young
talents so that they can gain wide
experience. I like it when these people
experience a very fast-tracked development. The impact of people who
get the freedom, space, coaching and
mentoring that they deserve is great.
“A ny t hing goes”, a mot to of
Feyerabend that means that we must
break down the obstacles of the commonly accepted – that’s after my own
heart. So I like to see our people seize
opportunity, take up space, use creativity, show initiative and assume
responsibility to make this company.
That’s Argenta’s pool for the future.
Als uw bedrijf haar verpakkingsafval sorteert, is dat niet alleen goed voor het
milieu maar ook financieel voordelig. Want VAL-I-PAC biedt financiële steun aan
bedrijven die hun verpakkingsafval selectief inzamelen en laten ophalen om gerecycleerd te worden. Niet verbazend dat zoveel kmo’ers er al werk van maken.
John Heller, CEO Argenta since 2009.
OKT-NOV 2014
MEER WETEN OVER DE VOORWAARDEN VAN DE RECYCLAGEPREMIES?
KIJK OP VALIPAC.BE EN VRAAG DE GRATIS FOLDER AAN!
14
15
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
COVER ARTICLE: PROFESSOR MICHAEL BRAUNGART AND ‘UPCYCLE’
“WE SHOULD NOT DO FEWER THINGS BADLY,
BUT RATHER MORE THINGS WELL.”
Authors Michael Braungart (chemist) and William McDonough (architect) give their vision of a sustainable
society in ‘The Upcycle’. The book is full of new insights and presents a remarkable approach for redesigning
products and the way in which we produce and use energy. A plea for sustainability as an opportunity to
experience greater well-being and prosperity. CxO Magazine spoke to Michael Braungart in Brussels at the
Prologistics trade fair.
IN OTHER WORDS,
IT CONCERNS THE MATERIALS
USED IN PRODUCTS?
MB: “Products are designed in as
energy-efficient a way as possible
or with a view to their energy-efficient use. Energy efficiency is not
the most important criterion, however. Renewable sources will help
us to produce our energy more
economically in the future. The
substances we use in products are
more important. Can all substances
be used again? Umicore, for example, recovers only 9 out of the 40 elements present in mobile phones for
recycling and generating a return on
them. Fine, but we can also think
about methods for giving all these
elements a new life.”
Arn Borstlap
Prof. Dr. Michael Braungart from Germany gained fame in 2002 with his book entitled
‘Cradle to cradle: remaking the way we make things’. With ‘The Upcycle: beyond sustainability designing for abundance’, he publishes the long-awaited sequel to that work.
WHAT IS THE DIFFERENCE
BETWEEN UPCYCLING AND
RECYCLING?
YOU ADVOCATE
DESIGNING PRODUCTS
DIFFERENTLY RIGHT FROM
Michael Braungart (MB): “When THE BEGINNING?
something is recycled, it is actually
subjected to ‘downcycling’. Down,
because recycled paper looks different
from ‘fresh’ paper. ‘The Upcycle’ theory goes one step beyond the theory
behind Cradle to Cradle: rather than
continuously reusing materials in a
closed-loop system as proposed in the
first book, The Upcycle suggests that
humans can have a net positive effect.”
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MB: “The bottom line is that products are designed in such a way that
they can be reused from the beginning to the end. No more harmful
substances should ever be used,
not even if they are just somewhat
less harmful than the substances
they replace. It must be possible to
apply and use everything we make
again.”
SHOULD PACKAGING
ALSO BE DESIGNED
DIFFERENTLY?
MB: “Packaging materials are polluting our planet more than ever.
Each year, 7 million tons of plastic disappear into the oceans, with
60% of this in the form of packaging. Something can be done about
the impact. Eat more oysters, for
example, because they contain dozens of types of plastic (laughing).
However, we do not solve anything
by minimising the damage. We have
to look for positive business solutions and opportunities. We can
rethink the materials in packaging, for example. Because the ratios
OKT-NOV 2014
are skewed. Why does packaging
still consist of an average of 2%
PVC globally? PVC is necessary, it
is said, to make packaging cheaper,
but the cost of re-using PVC packaging is many times higher in proportion. The key question is: what
is the best, healthiest and safest
packaging, not: how can we make
packaging as cheaply as possible?
Packaging that ends up in the ocean
is certainly not the best packaging.
Being good means modeling our
production systems on biological
systems; eliminating the concept of
waste. Instead of designing plastics
that end up in the ‘pacific garbage
patch’, designing polymers that,
once we’re finished with them for a
particular use, become materials for
other uses.”
YOU ARE PUTTING PRESSURE
ON PRODUCT AND PACKAGING
DESIGNERS.
MB: “Designs are the first sign of
human intention and who would
have the intention of creating a system that pollutes our air, our water
and our mother’s milk with harmful chemicals? Why replace a light
bulb with a low-energy bulb containing toxic substances? That’s
not a solution. Another example:
a car contains various steel alloys
based on various types of materials. However, this steel is used
again afterwards in the construction industry. See what happens: in
1999, 20.000 people were killed in
an earthquake in Turkey, with many
buried under collapsed houses. In
the West, they said the Turks could
not build decent houses. The fact
is, though, that Turkey imported
5.5 million cars a year from the US
and Europe at that time and the car
steel was reused as construction
steel. But because increasingly less
copper was and is processed for cars
for reasons of energy efficiency, car
steel is becoming more brittle, with
all the consequences of this.”
OKT-NOV 2014
DO YOU HAVE EXAMPLES OF
UPCYCLING?
MB: “It could be interesting to
erect solar panels next to the rail
tracks. That way, the track is upcycled. Electricity that is generated
can finance and drive the train.
Another example of upcycling is
water conservation. While taking
shorter showers has often been a
proposed solution for making the
water shortage problem less bad,
we suggest filtering the used water
and using solar power to heat it. In
doing this, people can shower for as
long as they want without creating
any ‘bad’ at all. In fact, this could
result in a positive effect as people
will, in theory, be happier and more
relaxed from long, warm showers.”
YOU CALL FOR A ‘BENEFICIAL
FOOTPRINT’. LOGISTICS PLAY AN
IMPORTANT ROLE IN THIS REGARD.
MB: “Yes, why can’t we build trucks
that also protect the air as well as
transport goods? Or look at the big
logistics warehouses, often huge
areas that are ‘dead’ places. Why
can we not design them differently
and make them much more productive at a low cost? They could be
made into habitats for rare species
of animals, or with walls designed
in such a way that they absorb
dust or refresh the air or water.
Sustainability revolves too often
nowadays around reducing emissions or ‘doing fewer things badly’.
Upcycling does not merely concern
redesigning products, it has consequences for the entire environment.
These are the ideas of doing things
right, creating things people want to
use while not losing anything in the
process, and taking into account the
long-term health and happiness of
societies.”
EXECUTIVE
SUMMARY
“While incremental
sustainability
initiatives might
create short-term
profits, longterm success for
businesses, society
and the planet are
almost a guarantee
when innovation
and upcycling are
the main focus,”
says Prof. Dr.
Braungart.
[email protected]
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16
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
RESULTS OF THE 2014 THE BIG BOSS SURVEY
WORKERS ASK FOR
MORE
FOCUS ON
COACHING
Anyone who wants motivated, energetic workers on board
needs good executive and managerial staff. The boss is
key to ensuring satisfaction and commitment. What do
workers really think of their bosses, and what do they really
expect? Vlerick Business School, HR services provider
Attentia and media partner Jobat asked 1,746 Belgian
workers. Things could evidently be better.
What do workers expect from their bosses? What
motivates them and how is their commitment roused?
Koen Dewettinck, partner and Professor in HRM at
Vlerick Business School, focuses on research on strategic HRM and performance management. “Workers
want a boss who coaches them and helps them to be
better and move onwards and upwards. Besides that,
EXECUTIVE there are three more aspects that make workers sponSUMMARY taneously willing to pull out all the stops and give their
Vlerick Business best: being part of a team they are proud to belong to,
School, HR services having clear, set, team objectives, and a corporate culprovider Attentia ture that is based on health and well-being.”
and Jobat surveyed
1,746 Belgian
workers about “Workers want support in their developtheir satisfaction ment, clear set objectives at team level, a
with their boss. sense of pride in their team and a corporate
The 2014 The culture based on health and well-being.”
Big Boss survey
results revealed
definite areas for YOU CAN TEACH WORKERS ENTHUSIASM
improvement. The majority of the 1,746 respondents have received
Our bosses focus higher education. 60 per cent work in the private sectoo little on tor, 30 per cent in the public sector and 10 per cent
employee coaching.
Evaluation talks for a mixed enterprise. 60 per cent of the respondents
must be aimed at are happy with their current job situation. However,
future prospects, commitment goes beyond just satisfaction with what
promotion and you are doing. Committed workers want change and
training courses. progress, and are ready to work that bit harder to get it.
Team pride, team
objectives and a And with them, the situation regarding commitment
corporate culture is not so rosy. Workers between 25 and 34 in particular
that is based score low. They have certain expectations of their boss,
on health and such as support in their development, that are not met
well-being also sufficiently, if indeed at all. Coaching has a very great
have a particularly
motivating effect. impact on commitment, and it is precisely here that
the Belgian bosses score poorest. They pay insufficient
[email protected] attention or lack the necessary skills.
WWW.CXONET.BE
EVALUATION AS AN OBLIGATORY NUMBER?
Only 40 per cent feel that evaluation talks with the boss
have a motivating effect. The rest report that they have
too little or even no effect at all. The number is irrelevant: what matters here is the duration, quality and
content. Workers mostly want to talk about future
prospects, promotion and training courses. Then
again, it seems that the formulation of individual objectives does not have a motivating effect, something that
is frequently a subject in an evaluation. But a pat on the
back can work wonders. Giving the worker the feeling
that he/she has done something good has a direct positive effect in terms of commitment.
FOCUS ON TEAM LEVEL AND WELL-BEING
“If you have a team that knows what it’s working
towards and is proud to do so, your workers are also
more motivated.” Koen once again emphasizes the role
of executives. “The attainment of targets is at present
excessively focused at individual level, while it’s precisely at team level that there is a pressing need for concrete objectives. At an individual level, companies must
focus more on how they might support their workers
in order to achieve objectives.” One important lever to
motivate workers is to give them the feeling that you
feel for them, that you too are concerned. But on this
human side, bosses do not score well. However, to close
on a positive note: the research appears to show that
bosses do better when it comes to informing, leading
by example and involving workers when decisions have
to be taken.
Doe de materialenscan
en ontdek hoe duurzaam materialengebruik
zowel uw onderneming als de maatschappij
ten goede komt.
U voelt de noodzaak om te innoveren zodat u uw marktpositie kunt versterken.
En u beseft dat efficiënt omspringen met grondstoffen en energie de logische stap
is die zal zorgen voor meer bedrijfszekerheid, ook in de toekomst.
Laat uw bedrijf dan nu doorlichten door de materialenscan. Die screening
is GRATIS en wordt uitgevoerd en opgevolgd door een erkend adviseur.
Meer info en het inschrijvingsformulier vindt u op www.materialenscan.be
Koen Dewettinck, member of the CxO Expert Group, partner and
Professor in HRM at Vlerick Business School, focuses on research on
strategic HRM and performance management
OKT-NOV 2014
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19
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
BUSINESS INNOVATION
UNE SOCIÉTÉ BRUXELLOISE AUX
COMMANDES
DE L’INFORMATIQUE
GESTUELLE
Le contrôle gestuel des ordinateurs, consoles et autres
tablettes est la prochaine étape majeure de l’informatique
domestique et professionnelle. L’un des leaders mondiaux de
ce gigantesque marché est bruxellois. Il s’appelle SoftKinetic.
Jean-Luc Manise
Tout a commencé en 2000 avec un trio travaillant sur
un logiciel capable de piloter un écran par le geste. Avec
le soutien de la région bruxelloise, Xavier Baele, Eric
Krezlo et Gille Pinault vont opérer une première levée
de fonds en 2008 et créer une spin off. Parmi ses actionnaires, on trouve Belgacom, un fond belgo-luxembourgeois et la Région Wallonne. La société va se doter d’un
PDG, Michel Tombroff, et d’un studio de création de
contenu basé à Charleroi. Elle va nouer des partenariats
avec différents fabricants de caméras 3d et en particulier avec Optrima, une startup issue de la VUB. En
matière de caméras 3d miniatures, celle-ci a une longueur technologique d’avance, tant et si bien que les
deux petites structures fusionneront leurs activités
en 2011. « Un moment » au dire du PDG de la jeune
société, « déterminant pour le secteur de l’électronique
grand public international ». Le package se compose
du logiciel de reconnaissance gestuelle 3D iisu et d’une
famille de capteurs et de caméras 3D. Le Middelware
est ouvert et les développeurs intéressés peuvent créer
à loisir des interfaces gestuelles et des applications. En
fait, le nouveau kit de Softkinetic est le chaînon manquant qui vient combler le « fossé interactif » qui existe
entre le jeu vidéo, le cinéma, la musique ou la navigation sur le Web. Comment ? En devenant le standard
de l’interaction gestuelle sans contrôleur pour caméras
et capteurs 3D.
ACCORDS AVEC INTEL ET TEXAS INSTRUMENTS
Quelques années plus tard, Sofkinetic est effectivement devenu l’un des poids lourds de l’industrie des
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composants 3D. Elle fabrique ses propres caméras 3D
pilotées par son désormais célèbre logiciel de reconnaissance gestuelle iisu. La société compte plus de 200
employés et des implantations en Belgique (Bruxelles et
Jumet) bien sûr, mais aussi aux USA et en Corée du Sud.
SoftKinetic était sur la short list de Microsoft pour
équiper de son capteur 3D la console de jeu Kinect.
Microsoft lui préférera finalement PrimeSense mais
SoftKinetic sera retenu par Sony. Du coup, on retrouve
sa caméra stéréoscopique dans la PlayStation 4. Elle
permet une interaction sans fil avec la console. Et puis il
y aura les accords signés avec Intel et Texas Instruments
IISU AU CŒUR DES PROCESSEURS INTEL
Lors du dernier CES 2014 à Las Vegas, le stand d’Intel
consacrait une quinzaine de mètres carrés aux solutions basées sur la technologie de reconnaissance gestuelle de la startup bruxelloise. Selon le fondeur, la
technologie iisu devrait être intégrée à différents terminaux Windows dès cette année. On pourra alors
naviguer sous Windows 8 par le geste, créer d’un mouvement de la main des salles de conférence numérique
ou jouer à mains nues avec son PC. Quelques mois
plus tard, SoftKinetic a transformé l’essai avec Intel
qui commercialise désormais en direct le middleware
de SoftKinect. On va donc très rapidement retrouver
iisu intégré dans les prochaines familles d’ultrabook,
notebook et autres tablettes. Intel propose la solution
sous forme de pack avec le SDK Perceptual Computing
d’Intel, un kit disponible gratuitement pour les développeurs d’applications. Texas Instruments a annoncé
pour sa part qu’il fabriquera et vendra les senseurs de
SoftKinetic aux entreprises intéressées par leur intégration. L’une des premières concrétisation du partenariat
s’est traduit par le lancement par Creative d’une caméra
3D à clipser directement sur l’écran de son ordinateur
portable. C’est la première étape vers la commercialisation de caméras 3D grand public.
Michel Tombroff : “Nous croyons en l’interaction homme-machine par
la gestuelle ; elle offre aux consommateurs une expérience naturelle,
intuitive, attrayante et surtout personnalisée”
OKT-NOV 2014
Grâce au capteur Time of Flight, l’utilisateur va pouvoir régler la température ou la radio ou passer un appel téléphonique d’un simple mouvement
de la main
EXECUTIVE
chargeables, de créer des objets et figurines. Le parteSUMMARY
DES TABLETTES PILOTABLES AU DOIGT ET À L’OEIL
nariat devrait permettre à Makerbot de proposer des
La société s’intéresse en particulier au marché des ter- scanners 3d encore plus précis et de simplifier grande- Au doigt et à l’oeil !
Aujourd’hui, on
minaux mobiles. Au CES, Nvidia, l’un des plus gros ment le fonctionnement de ses machines.
retrouve le logiciel
fournisseurs de processeurs et cartes graphiques, a
de reconnaissance
annoncé avoir intégré la caméra USB DephtSense EN VOITURE
gestuelle iissu et
3D Time-of-Flight DS325 et le système de reconnais- Le dernier champ d’action en date de SoftKinetic pour les caméras 3D de
sance gestuelle de SoftKinetic dans sa tablette Tegra sa technologie de reconnaissance concerne l’automo- Softkinect dans
Note 7. Cette caméra embarquée permet de scanner bile et plus particulièrement la commande à distance la Playstation 4
de Sony et dans
des objets et de les commander à distance. C’est une des dispositifs « Infotainment ». C’est ainsi qu’en juin les processeurs
petite révolution sur le marché des tablettes et des dernier, SoftKinetic a annoncé la disponibilité du pre- Intel, en attendant
smartphones qui vont pouvoir embarquer, à l’instar mier capteur ToF (Time of Flight ou « temps de vol » des exécutions
des Xbox et PlayStation, des systèmes de reconnais- pour la détection 3D en temps réel) pour les marchés grand public pour
sance et de pilotage gestuelle. La reconnaissance fonc- de la sécurité et de l’info-divertissement automobile. les tablettes et
smartphones. Avec
tionne jusqu’à une distance de 6 pouces de l’écran à Le capteur MLX75023 est capable de détecter la forme, ce « package »,
des vitesses pouvant atteindre 60 images par seconde. la taille et le comportement des objets et des personnes les appareils
Le produit intéresse aussi le domaine des jeux sérieux. l’intérieur de la voiture. Le conducteur va ainsi pouvoir sont capables de
Iisu devrait permettre de créer des applications dans régler la température ou la radio ou passer un appel percevoir l’action
le domaine médical, comme par exemple la rééduca- téléphonique à l’aide de gestes simples, sans quitter les de l’utilisateur
et de suivre les
tion qui nécessite d’accomplir certains gestes, l’acti- yeux de la route. Le capteur peut aussi « superviser » le mouvements
vité physique des personnes âgées, le fitness, mais aussi comportement du conducteur. Michel Tombroff : « Ce du corps dans
d’autres domaines professionnels où l’on va chercher capteur va être à l’origine d’innovations marquantes l’espace. C’est la
par exemple à travailler sur certains “gestes-métier”, dans le domaine des jeux vidéo, de la réalité augmentée fin de la souris ou
comme dans les milieux sportifs. On songe aussi aux ou tout simplement de l’environnement domestique. Il de l’écran tactile :
les ordinateurs,
marchés du divertissement, du marketing interactif ou fonctionne parfaitement, même en plein soleil, à une tablettes,
du commerce électronique.
vitesse de 600 images par seconde. La solution a pour smartphones et
vocation d’être intégrée par les constructeurs auto- autres consoles
IMPRESSION 3D
mobiles et les fabricants multimédias à leurs propre seront pilotées
Le marché des imprimantes 3D pourrait constituer un solutions d’infotainment embarqué. Michel Tombroff : grâce aux
mouvements des
autre débouché majeur pour l’entreprise. Makerbot a « Je suis convaincu que la reconnaissance gestuelle 3D mains.
vendu plus de 45.000 imprimantes 3D depuis sa créa- deviendra, demain, partie intégrante de l’[email protected]
tion. Elles permettent, à partir de plans et schémas télé- ment info-récréatif de la voiture.
OKT-NOV 2014
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21
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Evy and André have an intellectual disability and went for the
gold in the Special Olympics. Evy and André are looking for
a job. For the SO European Summer Games 2014, Antwerp
Management School examined how these athletes can use their
talents both on the sports field and in the workplace.
Joke Schrauwen,
Evy Ploegaerts,
André Schepers
and Bart Cambré
(Antwerp
Management
School)
Only 15% of working-age people with an intellectual
disability are currently employed. The majority of them
work in a sheltered workshop. But what is the added
value of people with an intellectual disability in a normal economic circuit? How can we improve inclusion
in companies? We found out with an inclusive research
team: Evy and André took part in the interviews, analyzed and discussed the results. They turned out to be
natural-born researchers. Together we visited eight
companies where people with an intellectual disability work or where sheltered workplaces send a group of
employees on secondment together with a coach.
INCLUSION IS MORE THAN JUST HIRING PEOPLE WITH
A DISABILITY
EXECUTIVE
SUMMARY
Following the motto
‘Special Olympics
athletes do not
only have talents
on the sports field,
but also in the
workplace’, Antwerp
Management School
investigated the
added value of
inclusion of people
with an intellectual
disability in regular
companies.
[email protected]
WWW.CXONET.BE
First and foremost, inclusion takes place when there is
an actual collaboration. This means that mixed teams
of disabled and non-disabled people work on a common
goal. Moreover, successful inclusion focuses on both
people and profit. On the one hand, colleagues are not
perceived as ’persons with a disability’. The focus will
lie on the abilities and talent of this colleague. They
get the opportunity to grow in their job by training or
minor adjustments to the surroundings. Thanks to this
people-focused approach, colleagues with an intellectual disability can experience the advantages of inclusion in the best possible way: financial freedom, (relative) independence and an increase in quality of life
and self-confidence. But employers may not lose track
of profit. Most of the time, diversity or inclusive actions
are undertaken because of regular business advantages or economic pull factors. Sometimes an additional
business advantage is the generating of new businesses
or relocating work from low-wage countries. Especially
the inexpensive labor cost is a decisive argument.
GENERAL MANAGEMENT
ADVERTORIAL
ANTWERP MANAGEMENT SCHOOL AND THE SPECIAL OLYMPICS MAKE IT WORK !
FROM SPECIAL TO SPECIALIST
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
thanks to a philanthropic approach. There are a lot of
good intentions there, but with little result. A second
view, the cost-cutting strategy, reduces employment to
an economic transaction. Employing people with disabilities is inexpensive, since they are partly subsidized.
Therefore why not do it? A third possibility is excuse
inclusion. They do employ people with disabilities,
but without much (of an economic or humane) vision.
Here we find the so-called quota companies, who create
employment because of agreements with stakeholders
or governments. The fourth approach is characterized
by companies and organizations that offer people with
intellectual disabilities custom work, paying attention
to both the human aspects and the economic needs
of the organization. Social innovators we call them,
because they work from an inclusive vision on work
and society.
JOB DESIGN AS A KEY
An important key to social innovation is job design.
When it comes to vacancies requiring a predetermined
set of tasks or teamwork where team members are interchangeable, people with a disability are often excluded..
The best way to achieve an inclusive team is customization. This can be done by ‘on the job’ job development:
an assessment of basic competences results in the hiring
of new employees. Subsequently they receive small tasks
to test how employable they are in different work processes. The final job is then adjusted to their individual
skills and expectations. However, when employees find
that the job is a bad fit, they must be able to reorientate
quickly without loss of income. Finally, job carving can
be used as a technique in this customization. With this,
tasks of a team are split up into specialized and unskilled work. This way, employees with an intellectual
disability can perform unskilled work.
FROM ‘SPECIALS’ TO SPECIALISTS
If we want the athletes of the Special Olympics to also
excel as specialists in the workplace, people with and
without disabilities must have opportunities to work
together. Customization in job design is an important
key to achieve this. A more inclusive society can arise
when governments do not cut thoughtlessly in budgets
of support infrastructure and subsidies to reduce the
wage bill. The empowerment of people with a disability
is also important and can be done by focusing on their
SOCIAL INNOVATION AS IDEAL
competences instead of their disability. By doing this
By combining people and profit, four perspectives can we will discover that they are not ‘special’ or different,
be used to frame employment of people with intellec- but ‘specialists’ in the job.
tual disabilities. A first perspective focuses exclusively
on the person. We are talking about a (small) group of
companies where people with disabilities are employed www.antwerpmanagementschool.com/so2014
OKT-NOV 2014
DE GEBOORTE VAN EEN NIEUWE LEIDER
Openstaan voor feedback. Altijd en overal. Want we hebben telkens een kans om te leren.
Als resultaat? Groei en ontplooiing aan de snelheid van het licht: de geboorte van een nieuwe leider.
Het zou wel eens liefde kunnen zijn.
Feedback is een geschenk, een geschenk van liefde.
Ook al is de feedback hard en duidelijk, ook al legt hij een hand
op de wonde. De persoon die zich de moeite getroost feedback te
geven, is een persoon die je het beste wenst, die wil dat je groeit:
groter, mooier, beter.
En toch
Onvoorwaardelijk ontvankelijk?
Een geschenk tovert een glimlach, doet je ogen stralen.
Je armen gestrekt, je handen open.
Feedback, een geschenk dat je ontvangt onvoorwaardelijk?
Als we eerlijk zijn, is het antwoord nee.
Want de waarheid kwetst, soms harder, soms vaker dat we dit
zouden willen.
Af en toe zijn we wel voldoende sterk, zijn we in balans dat
we kunnen ontvangen, dat de leider, de collega mag geven.
Die zeldzame momenten kunnen talrijk zijn, maar dit vraagt een
heel bewust en actief openstellen voor.
En situationeel leiderschap?
De leider voelt wa n neer h ij gedu ld moet oefenen,
weet wanneer hij kan en mag geven. Wacht tot het juiste moment
en zegt het juiste.
De nieuwe leider?
De nieuwe leider is op elk moment toegankelijk.
Geen trauma’s, geen frustraties.
Alleen en altijd ja.
Hij staat open voor feedback en is blij.
Want elk woord van feedback is een kans voor groei.
En die grijpt hij.
Met gestrekte armen, de handen open.
En als eerste aanvaardt hij dat hij vandaag beter is dan gisteren,
maar minder goed dan morgen.
Aarzel niet ons te contacteren
[email protected] www.vicre.eu – 014 26 12 39
OKT-NOV 2014
Valérie Motmans: Business Transformation Consultant bij ViCre. “Sinds ik op elk
moment toegankelijk ben voor feedback, zegt men dat ik sneller evolueer.”
Situationeel leiderschap gespiegeld.
Niet wachten,
geen polshoogte,
geen wikken,
wegen of verpakken.
Wel altijd en overal, recht toe, recht aan.
Als je onvoorwaardelijk toegankelijk bent, altijd en overal
openstaat voor feedback, kan je groeien en jezelf ontplooien aan
de snelheid van het licht. Niets of niemand houdt je dan nog
tegen. Geen eenvoudige opdracht. Tenzij voor de nieuwe leider.
Want hij aanvaardt als eerste dat hij vandaag beter is dan
gisteren, maar minder goed dan morgen.
ViCre is short for vision creation. Founded in 2004, the company offers business consulting with
impact to clients in Europe and the US. It specialises in enterprise innovation, including strategy,
knowledge and leadership development. Using its own proven methods, tools and techniques,
ViCre helps to enhance the effectiveness, efficiency and accountability of an organisation, to
ensure the right things are done right. ViCre is committed to adding value by increasing customer, shareholder and employee satisfaction through customer engagement, resource optimisation
and employee empowerment. www.vicre.be
WWW.CXONET.BE
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23
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
MADE IN BELGIUM (10): POWERED BY B-INFORMATION
L’INDUSTRIE PHARMACEUTIQUE EN BELGIQUE
1.EVOLUTION DES 3 SOUS-SECTEURS CES DERNIÈRES ANNÉES
Cette industrie est un peu différente des autres. En effet, ni la
fabrication ni la vente ne peuvent se faire sans certaines précautions et ne sont donc pas à la portée de tous. 3 grands sous-secteurs sont à distinguer : la vente au détail qui est l’apanage des
pharmaciens, les grossistes et les fabricants. Parmi les produits
concernés, on retrouve les produits de la parapharmacie. Leur
commercialisation est libre et sort du contexte de l’analyse. Les
fabricants sont, au sens strict, le coeur de l’industrie.
2011
2012
2013
09/2014
Pharmacies
5546
5501
5445
5404
5386
Grossistes
1869
1897
1947
1988
1998
Industrie
14
699
688
685
676
8129
8097
8080
8077
8060
Total
2010
2011
2012
2013
09/2014
14
16
15
24
8
Fait plutôt rare, la Région Flamande perd des entreprises. C’est
très marquant dans les 2 Flandres et, dans une moindre mesure
à Anvers. La Wallonie a tendance à en gagner, sauf à Namur. Un
effet positif sans doute des choix de pôles de développement.
Bruxelles est stable et reste le siège de prédilection du secteur.
6. LES FAILLITES
2. EVOLUTION PAR FORMES JURIDIQUES
Le secteur s’érode donc doucement, sauf pour les grossistes, qui
continuent à augmenter.
2010
5. LES CRÉATIONS D’ENTREPRISES
On crée peu dans le secteur, mais ce n’est pas anormal. A noter
la forte croissance de 2013 … suivie d’une pauvre année 2014 en
perspectives. Les créations de nouvelles entreprises sont à 25%
pour Bruxelles et à 21% des entreprises étrangères.
2010
2011
2012
2013
09/2014
3
4
4
6
2
SPRL
SA
Ind.
Autres
Total
2010
184
162
266
102
714
2011
189
164
246
100
699
2012
189
166
230
103
688
2013
196
168
213
108
685
7. LA SANTÉ FINANCIÈRE EN 2014 PAR FORMES JURIDIQUES
Statut
SPRL
SA
Ind.
Autres
Total
09/2014
194
167
205
110
676
Même si le secteur est en contraction, ce n’est manifestement
pas sur faillite, qui reste exceptionnelle.
Actifs
161
130
163
82
536
Transitoires*
33
37
42
28
140
Total
194
167
205
110
676
3. EVOLUTION PAR CLASSE D’EMPLOI
Malgré la complexité et la règlementation du secteur on constate que les indépendants restent très nombreux. Mais leur
nombre diminue constamment au profit des sociétés, dont le nombre croît, sans arriver à compenser. Les indépendant représentaient 37.25% du secteur en 2010, contre 30.33% aujourd’hui.
0
1à4
5à9
10 à 19
20 à 49
50 à 99
100 à 199
200 à 499
500 à 999
> 999
Total
2010
569
58
13
13
25
15
8
5
3
5
714
2011
550
60
14
14
25
15
8
5
3
5
699
2012
536
62
15
14
24
15
9
5
3
5
688
2013
528
66
14
14
25
15
10
5
3
5
685
09/2014
519
66
14
14
25
15
10
5
3
5
676
Le statut transitoire exprime une situation d’attente suite à un
jugement (ouverture de faillite ou réorganisation judiciaire, ou
une situation incertaine suite à la non-publication répétée de
comptes annuels. Avec 26% des entreprises en situation délicate,
le secteur n’est cependant pas exempt d’accidents. Les formes
juridiques ‘autres’ sont les plus touchées, avec 34.15% de leur
population.
Score des actifs
SPRL
SA
Ind.
Autres
09/2014
7.42/20
10.67/20
6.8/20
10.31/20
4. EVOLUTION GÉOGRAPHIQUE
8. LES PLUS GRANDS ACTEURS
Les toutes petites entreprises font l’immense majorité du secteur. Mais leur nombre diminue. Les petits employeurs croissent lentement et les autres sont stables. Contrairement aux secteurs plus classiques, on trouve ici une forte proportion de moyen et gros
employeurs dont le nombre est stable sur la durée.
Le score est une approche du risque de faillite. Les petites structures sont toujours plus fragiles. Il n’est donc pas anormal de voir
les SPRL et les indépendants dans des zones plus faibles. Par contre, les indépendants le sont particulièrement. Fragiles, certes. En
décroissance aussi. Même si les faillites restent exceptionnelles.
2010
2011
2012
2013
09/2014
Le top 8 (Plus de 500 travailleurs)
Constitution
Chiffre d’affaires (EUR)
Valeur ajoutée (EUR)
Résultat net (EUR)
5
5
6
11
11
ALCON - COUVREUR
1962
311.261.744
91.793.401
12.354.351
120
117
115
114
112
SCHERING - PLOUGH LABO
1972
176.660.500
82.493.086
6.639.491
Limbourg
42
42
41
39
37
PFIZER MANUFACTURING BELGIUM
1960
254.732.443
140.931.761
10.450.001
Flandre Orientale
86
80
75
70
70
JANSSEN PHARMACEUTICA
1934
3.312.749.969
2.722.035.346
857.885.490
Flandre occidentale
43
39
39
38
35
AJINOMOTO OMNICHEM
1946
244.660.150
83.922.223
8.472.212
Brabant Flamand
74
72
72
72
71
BAXTER
1900
230.728.440
135.262.265
11.630.009
Brabant Wallon
49
49
51
52
52
GLAXOSMITHKLINE BIOLOGICALS
1993
2.798.325.283
1.848.544.591
182.627.750
GENZYME FLANDERS
2001
125.253.486
93.033.814
22.371.932
Etrangers
Anvers
Namur
25
23
20
19
20
Luxembourg
13
14
14
14
14
Liège
69
67
66
67
67
Hainaut
58
61
59
60
58
Bruxelles
130
130
130
129
129
WWW.CXONET.BE
OKT-NOV 2014
Source : B-information, septembre 2014
Euro DB offre sous la marque B-information de l’information sur les entreprises adaptée à vos besoins. Avec environ
6 millions d’Euro de chiffre d’affaires, Euro DB est un des acteurs principaux sur le marché de l’information commerciale.
B-information a 4 lignes de services : B-marketing, B-finance, B-legal et B-collection. Info : www.b-information.be
OKT-NOV 2014
WWW.CXONET.BE
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25
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
THE EUROPEAN FEDERATION OF QUALITY MANAGEMENT (EFQM)
IN ASSOCIATION WITH EFQM
EFQM: CELEBRATING
25 YEARS OF EXCELLENCE
EFQM is a not for profit foundation, founded in 1989 by 67 leading European companies to provide a common approach to restore European competitiveness on the global stage. The EFQM Excellence Model was developed
to provide this approach and has since been adopted by more than 30.000
organisations in Europe and many more beyond.
© EFQM
The quest for excellence is not an
abstract theory; it relates to an
organisation’s tangible achievements in what it does, how it does it,
the results it gets and the confidence
that these results will be sustained
in the future. Achieving excellence
is hard enough at the best of times;
sustaining it in today’s world of
increasing global competition, rapid
technological innovation, changing
processes and frequent movement
in economic, social and customer
environments, is even harder.
WWW.CXONET.BE
Enlightened organisations understand that in addition to demonstrating the outcomes of past financial performance, their results
must also include data and feedback from other stakeholders that
will provide predictive indications
of future financial performance.
These leading indicators include
measured excellence in customer
satisfaction and loyalty; people
motivation and capability; and the
positive perceptions of the wider
community.
To create confidence that positive results can be sustained, any
organisation can search for evidence that actions and efforts are
soundly based, systematic, and continuously reviewed and improved.
The challenge goes further than
this though. Corporate confidence
is also based on an organisation’s
ability, own insight and knowledge
of its strengths and opportunities for improvement, particularly
in relation to its ability to identify
and develop strategies and align the
organisation to deliver those strategies to enhance performance.
Using a process EFQM calls self-assessment, organisations have the
possibility to produce a comprehensive picture of their overall fitness at
a given moment in time. This picture, which gives valuable feedback
on the effectiveness and efficiency
of the organisation’s approaches
across all its activities, provides a
powerful driver for meaningful
improvement.
© EFQM
José Manuel Barroso, President,
European Commission (2004 – 2014) :
“Over the past 25 years, the EFQM
has guided many organisations,
from both the public and private
sectors, to improve productivity
and efficiency and to develop their
human capital.”
OKT-NOV 2014
© EFQM
© EFQM
© EFQM
Jacques Delors, Former President,
European Commission (1985 – 1995)
wGeorg Kell, Executive Director,
United National Global Compact
Herman van Rompuy,
President, European Council
“The strengths of the EFQM
Excellence Model have been
recognised outside Europe;
organisations from Iceland to
Australia, from Thailand to
Trinidad are using the Model
to support their sustainable
development.”
“EFQM has played a critical role
in the development of the Global
Compact. Our partnership, formed
a decade ago, introduced us to the
continuous performance model,
which inspired the Global Compact’s
Communications on Progress (COP)
methodology.”
“ The increasing pressure to compete
on a global stage with limited
resources means we all have to
work together to secure our future
prosperity, and that of generations
to come. The EFQM Excellence
Model provides a framework
that encourages the cooperation,
collaboration and innovation that
we will need to ensure this goal is
achieved.”
ment processes around. A team of
independent assessors with different backgrounds spend an average
of 500 hours assessing each applicant, including a week on-site. One
of the unique aspects of the assessment is the assessors themselves.
They are trained volunteers from
other member organisations, who
use their background and experience to provide a peer to peer
review.
become the “norm”. Through this
process, EFQM aims to improve
the overall competitiveness of the
European economy. Does it work? If
you look at how industry standards
have evolved over the last 25 years,
you can clearly see the influence of
the concepts contained within the
Model. The most visible example of
this is in the area of sustainability.
When the Model was first launched
in 1992 to support the Award process, many questioned the inclusion
of “Impact on Society” within the
results criteria. Few organisations
would now question the need to take
their social responsibilities clearly
and the development of standards
like ISO14001 (Environment) and
the ISO26000 guidelines (Corporate
Responsibility) effectively demonstrate this normalisation process at
work.
HOW EFQM MAKES A DIFFERENCE?
Marc Amblard, EFQM’s Chief
Executive Officer, says “The range
of organisations who choose to use
the EFQM Model to support their
development is really incredible.
Within our network, we see everyone from household names through
to SMEs. The Model provides a
common language that enables
them to easily exchange ideas and
experience. ”
EFQM EXCELLENCE AWARD:
RECOGNISING EXCELLENCE IN
EUROPE
The EFQM Excellence Award was
launched in 1992 to recognise
Europe’s best performing organisations, whether private, public or
non-profit. To win the Award, an
applicant must be able to demonstrate that their performance not
only exceeds that of their peers, but
also that they will maintain this
advantage into the future.
Organisations describe the Award
as “like playing in the Champions
League”, because many of the
applicants are the winners of the
National Awards run by EFQM’s
Partners. The Award is supported
by one of the most rigorous assess-
OKT-NOV 2014
The first EFQM Award Winner
was Xerox. Since then winners
have included multinationals like
BMW, Grundfos and TNT, through
to schools like St. Mary’s College,
Derry, and non-profit organisations like The Cedar Foundation.
What do these organisations have in
common? They all share a passion
to continually deliver results that
delight their stakeholders, whether
that’s the customers they serve or But to stay ahead of the pack, the
leading organisations need to conthe lives they change.
tinue to innovate, not just in terms
ROLE MODEL ORGANISATIONS
of the products and services they
The Award process was designed to deliver but also in the way they work.
recognise “role model” organisa- That’s why the EFQM Excellence
tions so their practices and experi- Awards, and the EFQM Model itself,
ence can be shared. These organisa- are as relevant today as when they
tions inspire others and, eventually, were first conceived.
the practices they have developed
WWW.CXONET.BE
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27
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
THE EUROPEAN FEDERATION OF QUALITY MANAGEMENT (EFQM)
CxO Redactie
THE EFQM EXCELLENCE
AWARD 2014 WINNERS
PRIVATE SECTOR - LARGE
BOSCH BARI PLANT (ITALY)
AWARD WINNER & PRIZE WINNER
The Bosch Group is a leading global
supplier of technology and services.
In 2013, its roughly 281,000 associates generated sales of 46.1 billion
euros. Its operations are divided into
four business sectors: Automotive
Technology, Industrial Technology,
Consumer Goods, and Energy and
Building Technology. With 2,000
employees, the Bosch Bari Plant is
the largest production facility for
automotive components in southern
Italy, mainly producing high pressure
pumps for diesel engines.
SIEMENS PLC CONGLETON (UK)
PRIZE WINNER
Siemens Congleton, based in
Cheshire UK, is an operational manufacturing unit within the Drive
Technologies division (DT) which
is a part of the Industry sector. DT
comprises several business units
with 45 factories worldwide. Siemens
Congleton is a contract manufacturer
for the Motion Control business unit
(MC) within DT, supplying over 1.2
million electrical devices, including
500,000 variable speed drives (known
as Inverters), to Siemens MC and is 1
of 9 global MC manufacturing
facilities.
BMW REGENSBURG (GERMANY)
PRIZE WINNER
The BMW Regensburg plant has
approximately 9,000 employees with
a daily production of around 1,100
units of the BMW 1 Series, 3 Series
WWW.CXONET.BE
IN ASSOCIATION WITH EFQM
Sedan, 4 Series Convertible and
BMW M3 , M4 variants including
individual and government vehicles
and four-wheel variants as well as the
BMW Z4, making it an important
part of the
worldwide BMW Group production
network. In 2013 a total of 295.417
cars were built. Since 1986, more
than 5.5 million vehicles rolled off
the assembly line.
FINALIST
INFINEON TECHNOLOGIES AUSTRIA
(AUSTRIA)
FINALIST
PUBLIC SECTOR – LARGE
ONE VISION HOUSING (UK)
PRIZE WINNER
REGTSA is a provincial government
agency established in 1992 with the
purpose of collecting the public revenues the municipalities require to be
able to deliver first-class public services to the citizens in the province
of Salamanca (Spain). The income of
the organisation stems from the price
the municipalities pay for the provision of their services.
BOSCH BARI PLANT INTERVIEW
WITH PLANT DIRECTORS
ENNO SCHARPHUIS AND JENS LAST
8 organisations were short-listed for the EFQM Excellence
Award 2014. The Winners were announced during a glittering ceremony in Brussels on 20th October, with the Awards
presented by Georg Kell, Executive Director of the UN Global
Compact. This year’s overall Award Winner was Bosch Bari.
© EFQM
Headquartered in Villach, Infineon
Technologies Austria AG belongs to
the Infineon Technologies Group. In
recent years, it has established itself
as a key Austria-based company and
is vested with global responsibilities.
Infineon has expanded its activities
in Austria in all business segments:
Automotive, Power Management
& Multimarket, Industrial Power
Control and Chipcard & Security.
One Vision Housing is an award
winning housing provider, with over
11,000 homes for rent in Merseyside,
primarily across the borough of
Sefton (United Kingdom). They are
committed to creating sustainable
neighbourhoods; well run, active,
inclusive and most importantly, safe
places to live. Places that people are
proud of and want to live in.
From the moment One Vision
Housing was created in 2006, their
vision has been one of excellence
POMPES GRUNDFOS SA (FRANCE)
which led to our people being more
FINALIST
focussed, motivated and determined
Pompes Grundfos France (PGF) is to deliver better services to our cusone of the production and distri- tomers.
bution subsidiaries of the Danish
Group, Grundfos. With annual sales THE CEDAR FOUNDATION (UK)
in excess of €350 million, a workforce PRIZE WINNER
of around 700 employees and facilities with a built area of 35,000m2, Cedar is a registered charity based
the company is positioned today as a in Northern Ireland focusing on
market leader of equipment for boil- inclusion for people with disabilities.
ers.
Their vision is a society accessible to
all. Their mission is to provide excepPUBLIC SECTOR – SMALL & MEDIUM
tional services that support children
REGTSA - RECAUDACIÓN Y GESTIÓN
and adults with disabilities to particTRIBUTARIA DE SALAMANCA (SPAIN)
ipate in all aspects of community life.
OKT-NOV 2014
Bosch Bari Plant Directors Enno Scharphuis and Jens Last.
The Bosch Group is a leading global
supplier of technology and services. In 2013, its roughly 281,000
associates generated sales of 46.1
billion euros. Its operations are
divided into four business sectors:
Automotive Technology, Industrial
Technology, Consumer Goods, and
Energy and Building Technology.
With 2,000 employees, the Bosch
Bari Plant is the largest production
facility for automotive components
in southern Italy, mainly producing high pressure pumps for diesel
engines.
CONGRATULATIONS! YOU ARE
THE EFQM EXCELLENCE AWARD
WINNER 2014. WHAT DOES THIS
ACHIEVEMENT MEAN TO YOU?
Winning the EFQM Award makes
us extremely proud because it is an
important recognition for us on
our “Journey towards Excellence”.
After having been awarded with
the EFQM prize in the category
“Managing by Processes” in 2012
OKT-NOV 2014
this year’s Award demonstrates
that we have developed our excellence approach even further over
the last two years. Being, therefore,
perceived as a continuously improving organisation is a tremendous
acknowledgment and a big motivation for us.
APART FROM THE AWARD, YOU
WON 3 PRIZES. WHAT IS IT THAT
YOU DO THAT MAKES YOU SO
SPECIAL?
In this year’s Feedback Report the
assessors highlighted that the entire
organisation understands our site
strategy and actively contributes to
achieving our targets. We consider
the high level of involvement of our
associates in strategic projects and
the continuous improvement work
as the key success factors of our
excellence approach.
The topic of the Good Practice Visit
we hosted in 2013 - “Processes and
Passion” - reflects two important
aspects of this approach. On the one
hand performance requires a strict
application of standards and principles, but on the other hand the attitude of our associates to continuously outperform their targets gives
surely the power to jump over the
hurdle and face the next challenge.
In Bari “Processes and Passion” are
not a contrasting pair but a powerful combination.
WHY WOULD YOU RECOMMEND
USING THE MODEL TO OTHER
ORGANISATIONS?
Bosch Bari started to familiarise
with the Model in 2004. Based on
ten years’ experience we can confirm that the EFQM Model is a
comprehensive framework guiding
an organisation in the development
of a sound, consistent and sustainable improvement system. However,
only if the organisation endeavouring to apply the EFQM model finds
its individual, best fitting way of
adaptation and implementation,
success will result. Without doubt it
remains a journey of trial and error,
but in the end the improvement fostered by the thorough application
of the RADAR logic and the steady
learning from assessment feedback
prevails. Only a holistic approach is
finally sustainable.
© EFQM
Bosch Bari is the EFQM overall Award
Winner.
WWW.CXONET.BE
28
29
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Thema - artikel
CxO Redactie
INTERNATIONAAL ONDERNEMEN
BI-MONTHLY HEADLINES
“IN NEDERLAND
‘SPRINGEN’ ZE SNELLER”
Wie internationaal zaken doet, verbetert zichzelf. Waarheid of niet? Jan Ronsse, de nieuwe
Managing Director Belux van Oracle, beaamt alvast. “Internationaal ondernemen
verbreedt je scope, al zijn er sterke mentaliteitsverschillen,” aldus Jan die sinds 1996 voor
Oracle België werkt en er diverse management- en bestuursfuncties bekleedde.
Als opvolger van Xavier Verhaeghe
is Jan Ronsse verantwoordelijk
voor de vertaalslag van de Oraclestrategie en zorgt hij in de Belux
voor de synergie tussen de software, systemen en serviceteams.
Aangezien Oracle overal ter wereld
aanwezig is, is Jan actief in een
internationale context. Onlangs
nam hij deel aan de jaarlijkse
Oracle Open World conference
in San Francisco samen met ruim
60.000 klanten. “Internationaal
overleg verbreedt je scope omdat
je van elkaars aanpak leert, onafgezien van de mentaliteits- of cultuurverschillen. De uitdaging is
voor iedereen dezelfde, de invulling is anders. Het komt erop aan
om de beste methodes van andere
landen toe te passen. Je bepaalt
zelf wat je kopieert, en wat niet.”
WWW.CXONET.BE
advies van anderen zal men de
knoop doorhakken. Ik heb de
indruk dat men in Nederland
sneller ‘springt’.
Ik ervaar grote cultuurverschillen
tussen de continenten. Een voorbeeld haal ik uit de organisatie van
The Open Innovation Tour van
Oracle, een jaarlijkse innovatietrip met enkele Belgische top CIO’s
die ik mee organiseer. De voorbije
jaren gingen we naar Silicon Valley
en bezochten we er bedrijven zoals
Facebook, Apple en Google, of
vooraanstaande universiteiten. Dit
jaar gaan we voor het eerst naar
Seoul en Singapore. Het valt op dat
de voorbereiding anders verloopt:
om een meeting vast te leggen met
iemand van Google of Facebook
was e-mailverkeer naar een directielid voldoende. In Seoel is deze
werkwijze not done. Er moet eerst
uitvoerig worden gecommuniceerd
tussen de top van Oracle en de top
van hun organisatie: wie komt er,
wat zijn de gespreksonderwerpen,
wat is het doel, enzovoort. Pas wanneer hierover een akkoord is volgt
een vlekkeloze uitrol in hun organisatie. Een snelle organisatie van een
rondetafel ligt moeilijk omdat dit op
voorhand tot in het detail moet worden vastgelegd aan de hand van een
gedetailleerd scenario waarin quasi
de quotes reeds zijn uitgeschreven.”
CULTURELE VERSCHILLEN
WEES NIET TE TIMIDE
“Het is een cliché maar
Nederlanders zijn directer en
hebben een andere, nuchtere
relatie met hun klanten. België
leunt wat dat betreft dichter bij
Frankrijk aan waar een eerder
persoonlijke relatie met de
klant vooropstaat. Belgische
zakenmensen zullen bij het
nemen van grote beslissingen,
uiteraard zonder te veel te
veralgemenen, alle aspecten
goed in overweging nemen. De
total cost of ownership en de ROI
worden overwogen en pas na het
“Belgische bedrijven met internationale ambities, wil ik aanraden niet
te timide te zijn. Belgen zijn nog te
weinig trots, ondanks de uitstekende
opleidingsmogelijkheden en talenkennis. Daarnaast: durf te falen. Nog
te weinig wordt er geaccepteerd dat
er mag gefaald worden. In de innoverende cultuur van Silicon Valley liggen mislukkingen vaak aan de basis
van verbetering. Startende bedrijven
lopen er vaak tegen de muur, maar
proberen opnieuw, tot ze slagen. Falen
is nodig om vooruitgang te maken.”
Jan Ronsse, Managing Director Belux van
Oracle en kersvers lid van de CxO Raad
der Wijzen: “Belgische bedrijven met
internationale ambities, wil ik aanraden
niet te timide te zijn.”
GENERAL MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
OKT-NOV 2014
Bi-Monthly
CxO Redactie
HEADLINES
FINALISTEN SUPPLY CHAIN AWARD
De Supply Chain Award - Project of the Year 2014 wordt jaarlijks
uitgereikt aan het meest verdienstelijke project dat de servicegraad en efficiëntie van de integrale supply chain verhoogt, en
dit zowel op het gebied van inkoop als van voorraad-, productie- of distributielogistiek. De VIB, Vereniging voor Inkoop en
Logistiek, en de PICS, Belgian integrated Supply chain Society,
willen hiermee bedrijven stimuleren om (meer) te investeren
in projecten die de verdere uitbouw en professionalisering van
hun supply chain bevorderen. De winnaar wordt bekendgemaakt tijdens een feestelijk Gala Award Event op 27 november
in Kinepolis Antwerpen. Tijdens de namiddagsessie van dit event
presenteren de vijf finalisten hun project aan het publiek. Meer
info op www.supplychainaward.be.
Genomineerden 2014
• Bpost met het project “City Logistics”
• Colruyt met het project “Automation orderpicking in a freezer environment”
• Dockx Group met het project “New Urban Logistics concept
for the private and professional Market”
• Nestlé & Pepsico + TRI-Vizor met het project “Creation of a
horizontal collaboration community for fresh & chilled food
at Nestlé & Pepsico”
• V laamse Overheid + Public-Sourcing + Connecting Expertise
me thet project “Innovative MSP and Marketplace concept
for hiring temporary IT-profiles for all entities of the Flemish
Government”
30
31
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
GENERAL MANAGEMENT
THE WORLD AS SUBJECTIVELY EXPERIENCED BY THE CUSTOMER AS THE CENTRAL STARTING POINT
DESIGN THINKING: THE BASIS FOR
USER-FRIENDLY
INNOVATION
Imagine: the most exclusive product in your range falls prey to copycats, or a new law suddenly puts paid to a
huge part of your product portfolio. That’s what happened to foam gun manufacturer Altachem and producer
of balustrades Mavaro. Admittedly, they stood there a while scratching their heads. But finally they managed
to turn things to their advantage with some clever innovations. Their secret? Design thinking.
EXECUTIVE
SUMMARY
Design thinking is a way of thinking in which the world experienced
by the customer is the one central
starting point for every thought
process and, ergo, every innovation
process. Tine Peeters from Studio
Dott explains: “In design thinking,
you first bring into play your emotions, experiences and your customer’s expectations so as to then
(re)design the solution holistically
and innovate, on the basis of the
customer’s perception of reality.
Whether you’re offering products or
services, and whatever sector you’re
working in: this is how to optimize
your solutions in a people-first way.”
Design thinking
stands for a way of
thinking in which
the world as subjectively experienced
by the customer
is the one central
starting point for all
thinking processes
and, ergo, innovation processes.
In design thinking
you first bring into
play your emotions,
experiences and
your customer’s
expectations so as
then to (re)design
the solution holistically and innovate, HARDER TO COPY,
on the basis of the INCREASED CUSTOMER LOYALTY
customer’s perception of reality. Take foam gun manufacturer
Altachem, confronted with a cheap
[email protected] imitation of its most exclusive prod-
WWW.CXONET.BE
uct. Initially, the company considered two options: going low-cost
itself, or developing a new top
product. But Altachem decided to
first examine the role that the gun
had occupied in supplying its customers (foam manufacturers) and
then discussing the matter with
them. This was how a third and
much better alternative took shape:
together with the foam manufacturers, Altachem designed a number of
variants of the foam gun, personalized according to the manufacturer’s brand identity.
“Today, each foam manufacturer
placing big orders with the company has a customized gun with
its own branding. This new, vertically oriented customer relations
model offers more than one advantage: not only is it harder to copy the
personalized guns, but customer
loyalty has increased considerably.
By considering the real challenges
and opportunities for its customers,
Altachem managed to innovate in
a truly customer-minded way. An
approach that is much more successful than going low-cost itself,
or looking for another top product
and that perhaps would not be copied quite so quickly by the competition,” says Tine.
TOOLS TO AID UNDERSTANDING
However obvious setting out from
the subjective world of the customer
may sound, we know of many companies that have only a superficial
knowledge of what their customers want. Maka De Lameillieure,
Managing Director of Flanders
InShape, explains: “People do things
they don’t talk about. It’s crucial to
OKT-NOV 2014
get to know their explicit needs and
dig deeper to also map the latent
needs.” There are many ways of
doing this. Think of, say, keeping
a diary (ideal for, for example, customers of an organizer of long journeys) or holding an in-depth interview, like Altachem did. Both are
tools for better understanding the
context, feelings and motives of the
customers.
Observation techniques are also
crucial to capture all aspects of
customer behaviour. “You can, for
example, study the user of your
product or service in his most natural environment, without getting in his way (so-called f ly-onthe-wall observation),” says Maka.
“Visibly ‘shadowing’ someone in
his normal environment is also a
good technique, although it does
risk having an involuntary impact
on the behaviour of the person you
are observing. Then you can also go
for the think-aloud technique: that
way you get the user to comment on
his actions. That can also often yield
new insights.”
LATENT WISHES BROUGHT TO LIGHT
Whichever technique is used, it
boils down to digging deeper than
what lies on the surface. And that’s
exactly what balustrade manufac-
OKT-NOV 2014
problem with Mavaro balustrades:
they were more labour-intensive
and time-consuming on the site
than competitor products. On-site
observations, while the balustrades
were being measured, assembled and fitted, confirmed this.
Mavaro adapted its product portfolio accordingly. The new product range is in line with the new
legislation and contains a number
of modular construction solutions.
The result: the contractor spends
less time assembling balustrades
on-site and, because more of the
work is now done on the production site, the company can also keep
turer Mavaro did. When the legisla- costs down.
tor decided that balustrades should
now be 1 m 20 high instead of 1 m, HUMAN TO HUMAN
and have only vertical balusters, a Switching from mass production
substantial part of Mavaro’s port- to customer intimacy, changing
folio suddenly found itself with- tack in the product range … Does
out buyers. Fortunately, Mavaro that have any consequences for
engaged in dialogue with its cus- corporate culture? “Absolutely,”
tomers about their expectations says Maka. “The stories of these
before setting about adapting the two companies are no chance sucproduct range to the new law. The cesses or flashes of genius. They are
talks revealed that other additional the result of a clear decision to try
adaptations were necessary.
to fathom the customer – his emotions, experiences and expectations,
and then to create unique solutions
in carefully thought-out steps.
That’s why we also advise against
regarding design-thinking as an
“Forget the distinction
isolated project; it should rather be
seen as a mindset through which the
between B2B and B2C:
whole company must live. Make it a
today we build, engineer
part of all your corporate processes
and design H2H.
(research, production, marketing,
Human to Human.”
sales, after-sales, etc.). The subjective world experienced by the customer must be central to all of the
company’s thinking and innovation
initiatives, whether you’re offering
products or services, and whatever
Once the company had put the sector you happen to be active in.
potential decision-makers in the Forget the distinction between B2B
picture regarding purchases of bal- and B2C: today we build, engineer
ustrades (from project designers and design H2H. Human to human.
via contractor to end-customer) That means: designing solutions,
it became apparent that it was products and services, but in a
mainly the contractors who had a human-oriented way.”
This article is a
contribution from
Commanity, the
Flemish community
that inspires managers
from technology
companies in the
strategic aspects of
industrial marketing
and business
development
(www.commanity.be).
Author: Inge Delva.
WWW.CXONET.BE
32
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
WEALTH MANAGEMENT
RECENTE ONTWIKKELINGEN
M.B.T. HET OCTROOIRECHT
Dirk Huygens
Corbus Advocaat
www.corbus.be
Recentelijk hebben er zich enkele belangrijke wijzigingen voorgedaan met betrekking tot
het octrooirecht. Zo zijn de wettelijke bepalingen hieromtrent gecodificeerd in het nieuwe
Boek XI ‘Intellectuele Eigendom’ van het Wetboek van Economisch Recht. Met deze
codificatie zijn er ook een aantal belangrijke wijzigingen aan de wettelijke bepalingen
aangebracht. Vervolgens is het vanaf nu ook mogelijk om via een elektronische procedure
een octrooiaanvraag in te dienen. Tot slot heeft België ook ingestemd met de internationale
overeenkomst die het eengemaakt Europees octrooigerecht mogelijk maakt.
WHEN BUYING ART
BECOMES
INVESTING IN ART
BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
FINANCE & LEGAL
PAGINA 32
One day, the art you hang on your wall could be more than a
decoration. That would be when you decide to start investing
in art. A decision which raises three main questions which we
will try to comment in this article. The first is to find out
whether you know something about some art. Then, to decide
whether you prefer to invest in art rather than in real estate,
shares, old timers or music instruments, just to mention a
few. And finally, are you sure whether you look for a short or
long term investment?
Recente ontwikkelingen mbt het
octrooirecht
PAGINA 33
When buying art becomes
investing in art
LEES VERDER OP PAGINA 34
CODIFICATIE VAN WETGEVING IN WETBOEK VAN
ECONOMISCH RECHT MET WIJZIGINGEN AAN HET
OCTROOIRECHT.
EXECUTIVE
SUMMARY
De wettelijke
bepalingen omtrent
het octrooirecht
zijn in het Wetboek
Economisch Recht
ingevoegd in Boek
XI ‘Intellectuele
Eigendom’. De
bepalingen van dit
Boek XI zullen in
werking treden op 1
januari 2015. Vanaf
22 sep-tember 2014
is het mogelijk om
een octrooiaanvraag
elek-tronisch in te
dienen. Er zal ook
een eengemaakt
Europees
octrooigerecht
worden opgericht.
[email protected]
WWW.CXONET.BE
De wetgeving over “intellectuele eigendom” wordt
gebundeld in het nieuwe boek XI ‘Intellectuele eigendom’ van het Wetboek van Economisch Recht. Dit
boek bevat de bepalingen over uitvindingsoctrooien,
aanvullende beschermingscertificaten, kwekersrechten, auteursrechten en naburige rechten, computerprogramma’s, rechten van producenten van databanken
en topografieën van halfgeleiderproducten. De bundeling bevat een codificatie van 13 wetten. In principe
geeft boek XI deze wetgeving ongewijzigd weer. De
codificatie heeft evenwel een aantal wijzigingen aangebracht om meer juridische zekerheid te verkrijgen en
om Europese richtlijnen om te zetten. De aanpassingen
aan het octrooirecht hebben hoofdzakelijk tot doel: de
regeling van het taalgebruik preciseren; het taksensysteem flexibeler maken; precisering voor bepaalde
taksen wat de gevolgen zijn bij niet-naleving van de
betaaltermijnen; verduidelijking m.b.t. de inhoud
van het octrooidossier dat ter inzage aan het publiek
wordt voorgelegd en de elementen die van dit dossier
kunnen worden uitgesloten; inrichting van een register van erkende gemachtigden, hetgeen bijgehouden
zal worden door de Directeur van de ‘Dienst voor de
Intellectuele Eigendom’; aanpassing van de procedure
voor het indienen van een verklaring van voorrang. De
bepalingen van het Boek XI zullen vanaf 1 januari 2015
in werking treden.
mingscertificaat voor geneesmiddelen of gewasbeschermingsmiddelen bij de ‘Dienst voor de Intellectuele
Eigendom’ ook per fax of via de elektronische procedure vermeld op de pagina’s ‘Intellectuele Eigendom’
op de website van de FOD Economie in te dienen. De
indiening van de octrooiaanvraag kan echter ook nog
steeds per post. In het ontvangstbewijs wordt dan de
dag vermeld waarop de aanvraag bij de ‘Dienst voor de
Intellectuele Eigendom’ toekomt. Er is ook een nieuw
modelformulier vastgesteld voor de aanvraag.
EENGEMAAKT OCTROOIGERECHT OP EUROPEES NIVEAU
België heeft ingestemd met de overeenkomst die het
eengemaakt Europees octrooigerecht mogelijk maakt.
De oprichting van dergelijk gerecht zal voor een efficiëntere procesvoering zorgen. Octrooihouders en
gebruikers zullen immers niet langer procedures meer
moeten instellen voor verschillende nationale rechtbanken, terwijl het eigenlijk om hetzelfde octrooi gaat.
Bovendien zullen er zo ook tegenstrijdige uitspraken
vermeden worden. Het eengemaakt octrooigerecht zal
bevoegd zijn voor geschillen over de geldigheid van en
de inbreuk op de klassieke Europese octrooien én de
Europese octrooien met eenheidswerking. De rechtbank zal bestaan uit een gerecht van eerste aanleg, een
hof van beroep en een griffie. Er zullen ook lokale en
regionale afdelingen worden opgericht op het niveau
van eerste aanleg. De proceduretaal voor de lokale of
regionale afdelingen is de nationale taal (of een van de
nationale talen) van de lidstaat (of de lidstaten) waar de
afdeling is gevestigd. Bij het hof van beroep, waarvan
ELEKTRONISCHE AANVRAAG MOGELIJK
de zetel in Luxemburg is gevestigd, is de proceduretaal
Vanaf 22 september 2014 is het mogelijk om een aan- dezelfde als deze die in eerste aanleg is gebruikt.
vraag voor een octrooi of een aanvullend bescher-
OKT-NOV 2014
CXO EDITORIAL EXPERT
Jan Callant
CxO EXPERT GROUP FINANCE & LEGAL
Erik Boone
CFO
Gosselin Group
Paul Lievens
CFO
Ondernemingen
Jan De Nul
Kris Coppens
Finance Director
Bosal Benelux
Philippe
Maeckelberghe
CFO
Deceuninck
Sylvain dal Vecchio
Finance Director Belgium
& Luxemburg
Fujitsu Technology
Solutions
Johan Maes
Directeur Financieren
Aquafin
Patrick
Descamps
CFO
EOC Belgium
Jan-Willem
Ruinemans
CFO
Hansen Transmissions
International
Rudi De Winter
CFO
Van Laere
Regine
Slagmulder
Ass. Prof. of Accounting
& Control
Partner of Vlerick
Business School
Matthew Fite
CFO
Randstad
België &
Geert Stienen
CFO
Egemin
Luc Janssens
Financieel directeur
Aveve
Marc Van Gastel
Head of Department
Invest
FIT
Paul Lievens
CFO
Ondernemingen
Jan De Nul
34
35
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Thema - artikel
Erwin De Weerdt
WEALTH MANAGEMENT
One day, the art you hang on your
wall could be more than a decoration. That would be when you decide
to start investing in art. A decision
which raises three main questions
which we will try to comment in
this article. The first is to find out
whether you know something about
some art. Then, to decide whether
you prefer to invest in art rather
than in real estate, shares, old timers
or music instruments, just to mention a few. And finally, are you sure
whether you look for a short or long
term investment?
PASSION
So, before making art part of your
investment portfolio, ask yourself to
what extent you would be interested
what in art? The answer to this question will prevent you from making
poor choices and from getting stuck
with pieces of art you even don’t
like. That could be a small painting
but also a Stradivarius. Once you
know what sector of art raises the
adrenaline level in your blood, art
may well become a passion.
is to help you buy the right piece of
art? Don’t look for them in the yellow pages. You will meet them in art
galleries, at exhibitions or third parties will introduce you to them. It is
also possible that they will find you.
GET KNOWLEDGABLE
Still too many new art collec- “Trust” is key here.
tors think in terms of bidding at
Christie’s or swapping their golden ART, WHAT ART?
credit card through a payment ter- Art is hard to define. You can
minal in an art gallery. Of course, describe it, but it does not exist
you can take courses on art his- until a creative mind does
tory, but art is a lively and changing something with something. What
market. Visiting art galleries, exhi- modern art is for some, is trash for
bitions and museums will give you others. Or it must be “old” without
an indication of what your world of specifying what “old” means. After
art is all about. Specialized art mag- all, what it comes down to is taste,
azines, art sections in newspapers, and taste defines the price in a
specific reports on radio, TV or the world of art. Be aware that taste
internet can give additional insight can change rapidly. That is why it
in the trends in your art market is so important to stay focused on
today and the prices that go with the kind of art you like. Remember,
it. But why not call on the services sometimes even famous artists
of an advisor with a reputation and dreadfully screw up. One wrong
waterproof references, whose job it statement or bad attitude can
EXECUTIVE
SUMMARY
In the art world,
the rule “buy low
and sell high”
applies. There is no
ideal time to sell,
however. In art,
there are no quick
trades. Appreciation
may take years
or even decades.
The answer to the
question: “Is art a
good investment?”
is yes and no.
[email protected]
WWW.CXONET.BE
FINANCE & LEGAL
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Once you know what sector of art raises the adrenaline level in your blood, art may well become a passion.
ruin their career and see their
work become worthless in a split
second. The art market has no selfregulating system which protects
specific art sectors or styles more
than others.
DILEMMA
ally in 5 to 8 years. Or join a private
investment partnership. Why not
start one yourself? Do you know
that it is possible to leverage your
existing collection by buying more
art since it is possible to use your
art collection as a pawn for a loan.
And what is wrong in considering buying from emerging artists?
Why not concentrate on developing markets such as China, Brazil,
Russia, the Middle East and India.
By the way, for collectors with time
and expertise, a great way to turn
art into money is by buying works
with great potential for major auctioneers at local or regional auction
houses.
In this world, the rule “buy low and
sell high” applies. There is no ideal
time to sell, however. In art, there
are no quick trades. Appreciation
may take years or even decades.
The answer to the question: “Is art
a good investment?” is yes and no.
“Yes” because you can make money
in art. And “no” because you can’t
control taste. Prices can go up as fast
as they go down. Like any other first
time buyer, to be a successful inves- SO?
tor in art, you need to be patient and Common with all these factors is
build up experience. Most first time that they represent the opinion of
buyers do not necessarily understand why and how taste drives the
market and the prices. Perhaps the
best way is to justify your investment always by purchasing art you
like. When art prices fall, you will at
least be able to enjoy the beauty of
what you decided to invest in.
people in the world of art. That’s
important because these opinions
drive the market price. It shouldn’t
keep you from buying a piece of
art from an unknown artist who
received a bad press review. In
essence, a good way to minimize
risk is to take into account what
the world of art thinks of an artist.
On the other hand, minimized risk
usually increases the price because
other people are interested in the
artist. Additionally, it is not exceptional to see an unknown artist trigger all of a sudden an inexplicable
return on investment. Or no return
at all. In other words, after all, it is
up to you!
ALTERNATIVELY
Still too many new art collectors think in terms of bidding at Christie’s or swapping their golden credit card through a payment terminal in an art
gallery.
OKT-NOV 2014
Why not rally with an Art Fund?
They work like private investment
funds. Some of them try to place
works in museums and exhibitions
to crank up their value before trying to sell them for a profit, gener-
OKT-NOV 2014
WWW.CXONET.BE
RETENTION MANAGEMENT
B2A biedt:
3 een interactief forum
voor topexecutives uit het
bedrijfsleven en gerenomeerde
academici
3 een klankbord én inspiratiebron
voor de uitdagingen en
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trends en ontwikkelingen met
zich meebrengen
3 boeiende, actuele en
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thema’s
AN INITIATIVE BY FACULTY CLUB
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MEER INFO OP www.B2A.be
BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
HUMAN
RESOURCES
PAGINA 37
Long-term retention based on
mutuallly perceived meaningfulness
PAGINA 40
What can we learn from ganesh
3 inspirerende debatten
Op 13 november 2014
MEDIAPARTNER
LONG-TERM
RETENTION BASED
ON MUTUALLY
PERCEIVED
MEANINGFULNESS
Faculty Club · Groot Begijnhof 14 · B-3000 Leuven
PAGINA 41
De sollicitant is de baas
“Long-term retention is essentially about striking a
delicate balance,” says Dr. Peggy De Prins from Antwerp
Management School and a member of the CxO Expert
Group. “If too few workers leave the organization, a sort of
ossification seizes the personnel pool and the organization.
Almost no young blood joins up and the result is a marked
greying and ageing.”
LEES VERDER OP PAGINA 38
GEMAKKELIJKER REKRUTEREN!
CXO EDITORIAL EXPERTS
Talent is het belangrijkste in een bedrijf.
Dankzij StepStone is uw zoektocht naar goede
kandidaten voor uw jobs eenvoudiger dan ooit.
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Prof. dr. Peggy
De Prins
Docent en academisch
verantwoordelijke
HRM AMS
Denise Laros
Koen Dewettinck
Ass. Prof. of HRM
Director part-time MBA
programme
Vlerick Business School
Bert Lyssens
Corporate HR manager
Agfa-Gevaert
Els Druyts
Walter Engels
HR Manager
Aveve
Raymond Evens
HR manager
DHL Global
Forwarding (Belgium)
Sabine Gekiere
Bart Janssens
Patrick Muylle
Kristian
Vandenhoudt
Marc Van Hoecke
Geert Van
Hootegem
Linda Verdonck
HR Manager
Shell Belgium
Directeur personeel
en organisatie
Campina Belgium
HR Manager
Atlas Copco
HR Counsel
KPMG
HR Dept. Director
McDonalds’
Belgium
Hoogleraar
KULeuven
HR manager
Gosselin Group
HR manager
Ricoh Belgium
Vicky Welvaert
HR Manager
Asco Industries
38
39
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Thema - artikel
CxO Redactie
EXECUTIVE
SUMMARY
What then are
the ingredients
of a long-term
retention policy?
CxO Magazine asked
the CxO Expert
Group. According
to Peggy De Prins,
long-term retention
is essentially
about looking for
meaningful maturity
growth and constant
maintenance
and fuelling of a
facilitating dialogue
on the subject.
Sabine Gekiere
takes the view that
engagement and
involvement are
key concepts in
talent retention.
[email protected]
WWW.CXONET.BE
HUMAN RESOURCES
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
RETENTION MANAGEMENT
Dr. Peggy De Prins: “If too few
workers leave the organization, a
sort of ossification seizes the personnel pool and the organization.
Almost no young blood joins up and
the result is a marked greying and
ageing. If the outflow is excessively
large and undesired, there is the
threat of substantial loss of knowledge, experience and network. The
organization as ‘teaching organization’ then becomes a hollow concept, and process stability is compromized. Labour market literature
uses the term ‘churn’: outflow that
exceeds the basic level of turnover
current in the industry sector. For
organizations, ‘churn’, for strategic,
costs and sustainability reasons, is
a delicate matter. Organizations
therefore prefer to anticipate as
quickly as possible by gaining an
understanding of the reasons for
voluntary departure. On that basis,
a tailored retention policy can then
be mapped out.”
no longer absolute, but relative. No
longer the lifelong perspective but
a timeframe that can be grasped
by both parties and experienced as
meaningful can be used as a signpost in the dialogue.”
CORPORATE CULTURE
quently returning to the organization with an enriched skill set. The
underlying reasoning is that these
workers are the best ambassadors
for the company in question.”
Sabine Gek iere: “Work ing in
McDonald’s means working in a
diverse environment with young
and older people, Belgians and
immigrants, students and graduates. Team spirit and respect are
at the forefront of our culture,
alongside customer-mindedness.
Authenticity and being yourself are
also important.”
NO HIERARCHIC VIEW OF CAREERS
“In other words, a long-term reten“Breaking free from a narrow, hier- tion policy does not preclude a longarchic view of careers is also vital term career policy. On the contrary:
to any long-term retention policy. they strengthen each other. Where
A career policy that sets out uni- there used to be an actual overlap
laterally from traditional vertical during their entire career for a sinpromotions plus status increases is gle employee, that overlap is now
after all, by its very definition, lim- more often limited in time and
ited in possibilities, certainly in flat spread over different employees and
organizations. Research also sys- different career phases.”
tematically reveals that it is not so
much promotions that give workers SABINE GEKIERE: EMPLOYEE
satisfaction with their careers, but EXPERIENCE IMPROVES CUSTOMER
rather the opportunities that they EXPERIENCE
have to develop in a direction that “Engagement and involvement are
is important for them, this within a basic concepts in the maintenance
broader life context. Instead of pro- of talents,” says Sabine Gekiere, HR
motion, remotion (workers taking Department Director McDonald’s
a step back) may thus equally well Belgium and member of the CxO
bring solace. Or workers leave Expert Group. “It’s about involving
and then return. This latter phe- your workers through good comWHAT ARE THE INGREDIENTS
OF SUSTAINABLE COSTnomenon is known as boomerang munication and by making them
recruiting and boils down to suc- feel ‘empowered’. That can hapEFFECTIVENESS?
Peggy De Prins: “Research has cessful workers leaving at a given pen in different ways: by motivatshown that offering a fair wage plus moment to consolidate or increase ing, by respecting, by listening and
sufficient job security, a good work- their skills elsewhere and subse- explaining objectives.”
life balance and opportunities for
promotion remain the top retention
factors. Within a retention policy we
can also not overlook the intrinsic
drivers. Workers want to see steady
progression, they want growth and
to be able to stretch themselves. The
key to long-term retention therefore also means looking for meaningful maturity growth and constant maintenance and fuelling of
a facilitating dialogue on the subject. If you regularly talk with your
workers about work that ‘whets the
appetite’ and involve them in projects that really interest them, you
can probably prolong their employment with your organization by sevDr. Peggy De Prins of the CxO Expert Group is attached to the Antwerp Management School’s
eral years. The timeframe in which “Next Generation Work. Sustainability through People” Competence Centre.
retention is discussed is then also
OKT-NOV 2014
ISTHE CULTURE KEY TO RETAINING
TALENTS?
“To satisfy your customers you must
first satisfy your workers. Internal
research even suggests that there is
a link between employee satisfaction, staff turnover and customer
satisfaction. Where the involvement of management and workers
is high, and staff turnover low, there
is a better customer experience. It’s
only logical: if you are happy in
your work, you are more involved
and engaged. Involved and competent, self-confident workers make
Sabine Gekiere, HR Department Director McDonald’s Belgium and member of the CxO Expert
Group: “To satisfy your customers you must first satisfy your workers.”
the difference between a good and
an excellent customer experience.
“Retaining talents starts with Because coaching workers means It is precisely the ‘employee experecruitment. We recruit staff who mapping out a career path with rience’ that improves the customer
have the right attitude, i.e. the them. Our managers need to have experience.”
will to work, customer-minded- the right ‘people skills’ such as creness and a smile on their face. In ating involvement, following up
other words, we are looking for projects and giving performance
talent rather than a degree. Young reviews.”
people are offered the opportunity to develop their talents further through a wide range of training courses. Besides operational
training we also attach importance
THE ASSESSMENT COMPANY
to the soft skills: learning to work
in a team, keeping discipline and
clear communication with the customer. Sometimes staff move on to
other companies. We take account
of that. We note that there, precisely
because of our basic training, they
are often already well placed.”
Profiles Belgium
“Effective screening
delivers great people”
You hold on to talent by offering
prospects. “That’s where management has an important part to play.
OKT-NOV 2014
Tel: + 32 3 337 25 84
Mail: [email protected]
www.profilesbelgium.be
WWW.CXONET.BE
40
41
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
WHAT CAN WE LEARN
FROM GANESH?
Ganesh is a young boy who has to make his way to school each day through the hellish
Indian traffic of his city. Ganesh winds his way between the stationary cars until he sees the
cause of all the misery: a fallen tree …
Ganesh stands there in his soaked
shirt with his book sack on his
back. He is the only one to take
the initiative to remedy the situation. He puts his book sack down
on the ground and, with his little
hands, sets about trying to move
the gigantic tree. Needless to say,
the tree does not move an inch, but
his example touches people. Some
of the drivers now feel called to
follow the inspiring example and
go to lend a helping hand. Soon
there is a fair-sized group of people pushing against the tree. The
‘stronger together’ initiative under
the inspiring example of little
Ganesh helps to remedy the situation. The tree finally moves and
the road is clear.
WHAT CAN MANAGERS AND
EXECUTIVE STAFF LEARN FROM
GANESH?
Nowadays an executive has to
give more and more leadership via
soft skills, people management
and leading by example. People
are always looking for examples
that inspire, motivate, and stimulate them to become better and
to develop. So today’s and tomorrow’s leaders need to be more and
more mindful of the inf luence
of their behaviour on their colleagues. However, change calls for
application, discipline and perseverance.
WWW.CXONET.BE
HUMAN RESOURCES
MASTERCLASS BUSINESS TO ACADEMY (B2A)
NEWSLETTER PMS
Dirk Huyers is
Managing Director
of PMS - Project
Management
Services
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
It takes a full 20 to 60 days before
a new action or behaviour is transformed into second nature. It also
takes a while before this change in
action or behaviour is even noticed
by the target group, especially when
it comes to minor (more subtle)
changes. Patience is therefore an
important factor in success, but
patience has its rewards! Everyone
involved in change management
will agree that minor changes are
implemented much more easily and
quickly than major, sudden, outof-nowhere changes. Resistance is
lower because the change itself is
perceived as less radical.
EARLY ADOPTERS AND LAGGERS
but have no option except to follow
(for one reason or another). Timehonoured hierarchical structures
of yesteryear are disappearing. In
new forms of organization the rank
and file are more closely involved in
the daily run of events. Every initiative therefore merits consideration.
Every member of personnel expects
consideration and appreciation.
Every worker, from his/her perspective, can provide another way
of looking at a situation, such that
the solution is perhaps found more
quickly than one might first have
thought. Just like young Ganesh
did great things with one small deed,
individual workers can offer a small
tip or contribution that has a considerable impact on their colleagues or
even throughout the whole organization. Leaders and managers who
care about their workers will do all
that they can to bring about success
moments in their organizations
- and also to share them as much
as possible. Sharing and celebrations stimulate the team spirit and
have an inspiring effect. Everyone
wants to be in the picture and be
celebrated. But be careful that this
does not degenerate into undesirable
competitiveness, because that has a
more counterproductive effect.
As in any change or renewal course
there are early adopters en laggers. This is the second reason
why patience, discipline and perseverance pay off. Early adopters are naturally inclined to be
quickly convinced and are open
to new things. Once they remain
convinced and radiate the change
in behaviour, attitude, etc., their
colleagues will automatically follow. Early adopters are the ambassadors who welcome the doubters
in at the door. Then come the real
‘followers’ - those who follow from
herd instinct or “because that is how
it is”. Last but not least you have the
laggers - those who do not believe in You can see the video on
it and in fact never will believe in it, http://youtu.be/GPeeZ6viNgY
OKT-NOV 2014
DE SOLLICITANT IS
DE BAAS
In de strijd tegen ‘War for talent’ wordt het activeren en
benutten van talenten dé uitdaging. Begin september
vond bij Faculty Club de jaarlijkse Masterclass van
Recruitment2020 in samenwerking met B2A plaats.
Het centrale thema was ‘Sollicitant is de baas’.
1. De bevolking op arbeidsleeftijd
zal krimpen vanaf 2016-2017.
De invloed van migratie op onze
arbeidsmarkt is gedaald en zal
blijven dalen. Ons land is voor
migranten immers minder interessant dan het ooit is geweest.
CxO Redactie
2. De versnelling van de demografische wissel. Er is de laatste jaren
heel wat regelgeving uitgewerkt
rond vervroegd pensioen en
brugpensioen, waardoor heel wat
50-plussers vervroegd de arbeidsmarkt verlaten. Dit zorgt voor een
groot natuurlijk verloop en een
groot aantal vervangingsvacatures. Deze laatste dienen op een of
andere manier te worden ingevuld.
3. We veroordelen onszelf tot krapte
en jobgroei. Er zijn immers eurodoelstellingen op het vlak van
werkzaamheidsgraad. Op dit
moment hebben we een werkzaamheidsgraad van 71,9% - de
eurodoelstelling is 76%. Met de
gekende factoren is de projectie dat we zullen stranden op een
werkzaamheidsgraad van ongeveer 73%, en dit is slecht nieuws.
De 3% verschil tussen de projectie en de doelstelling staan voor
110.000 jobs.
Prof. Sels, Decaan Departement Toegepaste Economische Wetenschappen KU Leuven:
“Is er nog sprake van krapte op de arbeidsmarkt?”
Prof. Sels, Decaan Departement
Toegepaste Economische Weten­
schappen KU Leuven, gaf een wakeup call anno 2014. Hij stelde de vraag
of er vandaag nog kan gesproken
worden van krapte op de arbeidsmarkt. Want de arbeidsmarkt ontspant: de laatste jaren is de vacaturegraad gedaald, wat wil zeggen dat
er minder openstaande vacatures
zijn. Er zijn (beduidend) minder
knelpuntvacatures. In 2011 was er
sprake van een piek, maar de laatste
jaren is het aantal knelpuntvacatures gedaald. Uiteraard heeft ook dit
OKT-NOV 2014
te maken met de algemene daling in
het aantal vacatures. Dat de arbeidsmarkt weer aantrekt, is een feit. Er is
geen sprake van een structurele crisis, maar wel van een conjuncturele
crisis, en die gaat voorbij. Maar nog
niet morgen. Er zijn geen tekenen
op beterschap op korte termijn. De
bevolking op arbeidsleeftijd zal wel
degelijk krimpen. Daarom moeten
we verder kijken. Hoe zal de situatie
evolueren op lange termijn? Volgens
Prof. Sels zijn er 4 factoren die de
druk op de arbeidsmarkt hoog zullen houden.
4. Tenslotte zien we dat onze arbeidsreserve groot is, maar de inzetbaarheid ervan is beperkt met
ons huidige rekruteringsgedrag.
Er zit immers weinig reserve bij
die groepen waarin we het meest
rekruteren, en veel reserve bij die
groepen waarin we het minst
rekruteren.
Op 13 november vindt een volgend
B2A-event plaats. Het thema is
‘The Power of Failure. The winning
effect of positive mistakes.’
WWW.CXONET.BE
42
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
NEWSLETTER PRICING
MOBIELE COMMUNICATIE
WHY EVERYONE IN AN ORGANISATION OWNS PRICING
WHO IS RESPONSIBLE
Britt Dejager,
Project Manager,
European Pricing
Platform.
[email protected]
pricingplatform.com
FOR
PRICING
AT YOUR ORGANISATION?
This is one of the most frequent questions European Pricing Platform is asked.
Should pricing belong to Finance, Product Lines (product management),
Marketing, Sales Operations (deal desk), or even Sales? What do you think?
My answer: ‘Yes!’ Effective pricing requires participation from all of these departments.
ANYWHERE,
ANYTIME,
ANY DEVICE
BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
SALES &
MARKETING
PAGINA 40
Thougt leadership
“Bij de term ‘mobiele communicatie’ denken de meeste
mensen spontaan aan een mobiel toestel zoals een gsm of een
smartphone. Nochtans is deze benadering veel te eng en eenzijdig en gaat mobiele communicatie veel verder.” Peter Van
Eycken en Steve Muylle zijn lid van de CxO Expert Group en
staan met beide voeten midden in de wereld van de mobiele
communicatie.
PAGINA 42
Who is responsible for pricing at your
organisation?
PAGINA 43
Anywhere, anytime, any device
LEES VERDER OP PAGINA 44
CXO EDITORIAL EXPERT
Hilde Pauwels
FINANCE
WWW.CXONET.BE
price. They execute the pricing strategies and levels
so they need clear guidelines to follow. They are often
involved in the monitoring of the success or failure of
pricing. Salespeople are truly the front line of value
communication. They negotiate with the largest customers. They MUST believe that the value delivered by
our product is far more than the price we are charging.
Sales has a huge impact on whether or not the company
achieves the prices set by the product line.
CxO EXPERT GROUP SALES & MARKETING
© Jos Verhoogen
Finance must provide margin guidance and help with
monitoring of actual results against the expected
results. Finance and other executives are often involved
My preference in crafting the right pricing strategies. They run what-if
is #1. Hire true analyses to help predict the results.
leaders. Then it
doesn’t really matter where pricing PRODUCTION
sits. Of course The product lines must understand the market and the
these people should value the products have to the market. They must be
get support from intimately involved in setting the price. They are also
pricing and profit
optimisation ex- the last level of escalation to approve deep discounts
perts to help define for important strategic customers. Since profit and loss
the right priorities responsibility typically lies with the product line, they
in developing the must have a lot of say in pricing.
pricing maturity of
their organisations,
Talent development MARKETING
in pricing depart- Marketing needs to understand pricing exceptionally
ments (not only well so they can communicate the value to the customon pricing skills) ers. They need to create the tools that empower salesmay be given more people to win at the highest possible price.
attention is what
I feel.
Sales Operations or the deal desk quotes individual
[email protected] deals. They are often the front line to the customer for
EXECUTIVE
SUMMARY
Grit
Adriaenssens
Sales & Customer
Services Director
DHL Parcel
Nathalie Arteel
Commercieel directeur
Arteel Recognition
Solutions
Piet
De Grauwe
Marketing manager
Cofely Services
Jurgen De Wever
Marketing Manager
Siemens
Véronique
Fauconnier
Business Development
Director
Nova Relocation
Dirk Hendrickx
Vice President EMEA
Barco
Steve Muylle
Christian Luyten
Lise Mulpas
Communicatie
Elia System
Operator
Professor of
Marketing
Partner of Vlerick
Business School
Anne Van Gils
Joris Vanholme
Ward Van
Rijckeghem
Corporate
Communications Officer
Isabel
WHO’S IN CHARGE?
Back to the original question, “Who is in charge of
pricing?” Every department owns a piece of pricing. If you decide to bring on a pricing team, they
need to have influence over every one of these groups.
Stéphane
Thiery
Directeur du
Marketing de la
Mobilité durable
TEC
Annemarie
Van Asbroeck
Senior Marketing
Manager
Havenbedrijf
Antwerpen
That means one of two things:
1. You bring on a team of highly influential leaders who
can lead and generate change without authority or
2. You put pricing in the most powerful department
in the company, possibly even reporting to the CEO.
Steven
Vansnick
Sales manager
Ricoh Belgium
OKT-NOV 2014
Jan Vroemans
Marketing manager
Jaguar Land Rover
Belux
Johan
Vanden Bergh
Marketing manager
KIA Motors Belgium
Patrick
Van der Avert
Manager Corporate
Communications
& Marketing Belux
Atradius Credit
Insurance
Peter Van Eycken
Sales Director BeLux
Siemens Enterprise
Communications
Arnold
Van Garsse
Marketing & Sales
Manager
Bulo Office Furniture
Marketing manager
Gosselin Group
Marketing manager
Attentia
Marketing
Communications
Manager Volvo Cars
Belux
44
45
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Thema - artikel
MEER DAN ALLEEN ‘SPRAAK’
Ontwikkelingen in
mobiele technologie gaan hard.
Gebruikers van
mobiele technologie
wensen high-end
communicatie
oplossingen die ze
overal kunnen gebruiken, met om het
even welk toestel,
en wanneer ze dit
zelf beslissen. CxO
Magazine legt haar
oor te luister bij de
Expert Group.
Peter Van Eycken: “Mijn ervaring
leert me dat mobiele communicatie
niet stopt bij ‘spraak’. De wens van
de meeste gebruikers is dat mobiele
communicatie ook ‘data’ ondersteunt. Denk aan typische applicaties zoals e-mail, maar ook bedrijfskritische applicaties zoals SAP en
Salesforce.com. In dit kader wordt
‘document sharing’ als standaard
beschouwd. Meer en meer komt de
vraag naar audio/video-communicatie, waar een ‘road warrior’ kan deelnemen aan een conferentiegesprek.”
“Mobiele communicatie hoeven
we niet te beperken tot de gsm of
smartphone. De laptop, standaard
met een WLAN interface, en al dan
niet voorzien van een extra 3G/4G
module, kan eenvoudig worden
voorzien van een software applicatie, waardoor de laptop ook met
spraak (softphone) en video kan
[email protected] ondersteund worden. Om nog maar
WWW.CXONET.BE
SALES & MARKETING
MOBIELE COMMUNICATIE
“Mobiele communicatie is meer
dan een gsm of smartphone,” zegt
Peter Van Eycken, Sales Director
Belux van Unify Communications.
“Neem dokters en verpleegkundigen in hospitalen, ze moeten
altijd en overal bereikbaar zijn. De
mobiele communicatie gebeurt er
nog vaak door middel van DECT,
maar ondertussen ook al door
‘Voice over WLAN’ (VoWLAN),
in combinatie met WLAN toestellen of smartphones. Ook productieverantwoordelijken en onderhoudstechnici in fabrieken (bvb.
chemische industrie) moeten steeds
bereikbaar zijn. Communicatie
over grote terreinen wordt nog
vaak ondersteund door DECT of
TETRA-oplossingen. Denk ook
aan internationale zakenmensen
die soms wekenlang kamperen op
luchthavens en in hotels, of aan de
zogenaamde ‘road warriors’, mensen die continu op de baan zijn zoals
verkopers en chauffeurs.”
EXECUTIVE
SUMMARY
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
te zwijgen van de verschillende
applicaties die beschikbaar zijn in
de cloud. Hier zien we dat tablets
zoals de iPad meer en meer de laptop vervangen.”
ten bevatten extra informatie over
de omgeving. Je ziet bijvoorbeeld
een huis te koop staan en dankzij
een speciale app krijg je meteen
extra info: de geschiedenis van het
huis, de prijs en informatie over de
buurt. Indien de app wordt aangeboden door een bank krijg je meteen
een kredietvoorstel met afbetalingsplan mee.
Hier lag tot voor kort de uitdaging.
Een aantal toonaangevende bedrijven, waaronder Unify, zijn onder
impuls van o.a. Google, gestart
met de ontwikkeling van WebRTC
(Web Real Time Communication
protocol) en oplossingen die gebaseerd zijn op WebRTC. Eind oktober 2014 lanceert Unify haar eerste WebRTC gebaseerde oplossing,
Ansible genoemd. Deze applicatie
zal mobiele communicatie een bijkomende impuls geven.
De komst van ‘unified communication’ (UC) waaronder mobiele
UC met inbegrip van functionaliteiten zoals one number, preferred
device, presence en chat, alsook
van verschillende ‘consumer devices’ (iPhone, Samsung S-series, …)
dragen bij tot een boost in mobiele
communicatie.”
Kortom, de meeste gebruikers wensen high-end communicatie oplosANYWHERE, ANYTIME, ANY DEVICE singen die ze overal (anywhere,
“Waar leidt dit allemaal toe? Binnen dus ook mobiel) kunnen gebruiUnify, een wereldwijd bedrijf in het ken, met om het even welk toestel
domein van UC en Communicatie, (anydevice), en dit wanneer ze zelf
zien we dat al deze technologische beslissen (anytime). Er dient een
ontwikkelingen samenkomen in vloeiende overgang te zijn tussen
wat wij ‘NW2W’ noemen, de ‘New data, spraak en video. De functioWay to Work’, ofwel een nieuwe naliteiten dienen eenvoudig (usermanier van werken. De meeste friendly) maar toch algemeen (user
gebruikers wensen anywhere (waar experience) beschikbaar te zijn.
ik me ook bevind, maar ook via om Momenteel staan we aan het begin
het even welk type netwerk), any- van een nieuwe golf van ‘mobiele
time (gebruiker beslist wanneer communicatie’ en zal deze golf veren voor wie hij bereikbaar is), en moedelijk niet de laatste zijn.
met any device (gsm, smartphone,
tablet …) bereikbaar te zijn, en dit STEVE MUYLLE:
door middel van data, spraak, en/ “DE ONTWIKKELINGEN IN MOBIELE
of video. Bovendien wensen ze nog COMMUNICATIE GAAN HARD”
slechts één uniek nummer te heb- Ook professor in de marketing,
ben (‘One number’). Dit leidt tot het Steve Muylle (Vlerick Business
werken op andere plaatsen, thuis, School), houdt de vinger aan de
maar ook in de wagen of de lobby pols als het gaat om mobiele techvan een hotel. Een gevolg hier- nologieën. Hij doceert onder meer
van is dat mensen meer in virtuele de cursus ‘Digitale Strategie’ aan
teams zullen werken. De komst van bedrijven. “De ontwikkelingen in
nieuwe generaties van gebruikers, mobiele communicatie gaan hard,
waaronder de ‘millennials’, zal dit dat maakt het boeiend om te volproces nog versnellen.”
gen,” aldus Steve die enkele voorbeelden geeft. “Het bedrijf Showpad
WEB REAL TIME
is een jonge start-up uit het Gentse
COMMUNICATION PROTOCOL
die een app hebben ontwikkeld voor
“In de nabije toekomst zullen verkopers. In een beveiligde omgewe meer en meer het internet ving kunnen de verkopers catalogi
gebruiken, al dan niet over LAN/ en productinformatie opslaan en
WLAN/3G/4G, om een optimale meteen tonen aan de klant. Deze
communicatie met de verschillende catalogi worden gepersonaliseerd,
media en toestellen te combineren. op maat van de klant.”
OKT-NOV 2014
Peter Van Eycken, Sales Director Belux van Unify Communications en lid van de CxO Expert
Group: “De wens van de meeste gebruikers is dat mobiele communicatie ook ‘data’ ondersteunt.”
Ook in de industrie biedt nieuwe
mobiele technologie tal van mogelijkheden. Steve Muylle: “Er zijn
voorbeelden van industriële bedrijven die klanten een speciaal geconfigureerde app gratis laten downloaden. De klanten kunnen zich
deze app helemaal eigen maken: ze
berekenen bijvoorbeeld aan de hand
van hun specifieke situatie hoeveel
ze besparen door de technologie
van deze leverancier te gebruiken
en wat deze technologie zou betekenen voor de efficiëntie in het productieproces.”
figureerd via de camera op een
smartphone of tablet, worden door
een computer elementen toegevoegd. Deze toegevoegde elemen-
Tot slot is er een opgemerkte samenwerk ing tussen w inkelbedrijf
Delhaize, Coca-Cola en myShopi
voor de integratie van de beacontechnologie in Belgische supermarkten. Dankzij beacon krijg je
meldingen over Coca-Cola promoties en cashback-acties op het
moment dat je de parking van de
Delhaize op rijdt of wanneer je
voorbij bepaalde producten wandelt. Het systeem werkt dankzij
een bluetooth-beacon dat in de
buurt van de relevante producten
werd geplaatst. Dat baken zendt
een blue­toothsignaal uit dat wordt
opgemerkt door het besturingssysteem van je telefoon. Gelukkig zendt
het baken niet zomaar reclame naar
elke smartphone: alleen toestellen
waarop myShopi is geïnstalleerd
zullen reageren op het signaal, en
dan nog alleen wanneer bluetooth
aan staat en pushmeldingen zijn
toegestaan.
AUGMENTED REALITY
Een andere toepassing op de smartphone is de Augmented reality of
‘toegevoegde realiteit’ Via een live
beeld van de werkelijkheid, gecon-
OKT-NOV 2014
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Managing Director
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Viv Hermans
Director Cegeka
Chairman Feweb
President BRC
Eddy Helsen
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CEO ViCre
Algemeen Directeur
Val-I-Pac
Patrick Van
Lijsebetten
CEO Atlantae
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VandeVyver
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CEO Real Estate Fund
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48
49
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
SALES & MARKETING
SERIES: IDENTITY & BRANDING (5)
‘THOUGHT LEADERSHIP’
OFFERS VARIOUS CAPABILITIES
QUALITY
RESEARCH
Thought leadership concerns companies seeking to become authorities in specific areas of knowledge,
and to make that knowledge available to different stakeholders. But why should I, as a company,
want anything to do with thought leadership? And how do you build it up? A word of explanation.
ORGANIZATIONAL CONTEXT
Renaat Van
Cauwenberge
is founder and
Managing Director
of Total Gramma
and has over 20
years’ experience
in identity
development,
positioning and
corporate branding.
Thought leader companies are in a
position to go beyond the conventional patterns of thought in the
market and thus offer their customers innovating insights. Thought
leadership is not something that
an organization claims, but rather
what it earns as the result of the confidence that it creates in the implementation of the pioneering body of
thought. To describe thought leadership better it is important to distinguish between two related concepts: innovation and vision.
Innovation is the process in which
an idea is transformed into a product or service for which people are
willing to pay. An innovation may
go beyond the status quo in product
use, but does not necessarily bring
about new ways of thinking. Apple’s
products are innovative, but Steve
Jobs broke the conventions about
how we look at computer technology. An innovation may embody a
thought leadership theme, but that
alone does not make the company a
thought leader.
Thought leadership is also about
having a vision. A vision indicates
what an organization is aspiring to
for the future. That vision may be
inspiring, ambitious, but does not
have to overturn any conventional
WWW.CXONET.BE
ways of thinking. Thought leaders
do, however. Thought leaders come
with a vision or a way of looking at
things that shatters existing conventions. It is precisely thanks to this
convention-breaking that stakeholders feel drawn to a thought
leader.
WHY THOUGHT LEADERSHIP?
“Thought leadership is a new platform for differentiation in a world
in which the consumer is concerned
with more than just product, service, identity or corporate social
responsibility. These aspects of differentiation are increasingly becoming ‘hygiene factors’ – an organization has to have them, but they
no longer offer any distinguishing factor. Customers increasingly
need innovating perspectives and
approaches in the themes or issues
that they find important. These
needs affect society at different levels.
For instance, a local authority is
looking for new ways to keep its
densely populated city viable. But
it may also be the case among consumers wanting to identify themselves with brands challenging the
status quo on relevant trans-product themes. Thought leadership is a
way of proactively anticipating these
changed needs,” say van Halderen
and Kettler-Paddock
CONSTRUCTION OF
THOUGHT LEADERSHIP
Working towards thought leadership is a strategic choice. It is a positioning strategy that must tally with
the expertise of the whole company.
The following steps give a good
guideline.
Step 1:
assessing the potential
When considering a thought leadership strategy it is important to
assess whether the company has
the potential for a thought leadership theme in-house. You will need
to consider four questions:
a) What themes are currently of
interest to our customers? b) Do
we have a relevant innovating
angle of attack on these themes? c)
Does this fit in with our knowledge
and expertise? d) Do we have the
resources and the strength to embed
this new approach in our strategy?
Step 2:
formation of
the innovating approach
“Dove did this really well”, so we are
told in the article by van Halderen
and Kettler-Paddock, with the
research in ten different countries
on women’s perceptions of their
outer appearance. The research
revealed that only 2 per cent of
women thought themselves beau-
OKT-NOV 2014
COMPELLING
IDEAS
EXPERT
ANALYSIS
THOUGHT
LEADERSHIP
The main way to construct thought leadership is to create a network platform on the thought leadership theme and to play a central role in it
yourself.
tiful – the remaining 98 per cent
expressed reservations. Then 68
per cent also took issue with the
unrealistic standards imposed by
the media as regards beauty. A viral
video showed how it was possible to
transform an ‘average’ woman into
a fashion model using make-up and
some technical sleight of hand. The
video resonated with the feelings of
many women and challenged the
rather narrow definition of beauty
(the film ended with ‘No wonder
our perception of beauty is distorted’). This viral video was, of
course, in the first place a smart
branding campaign, but its success was so astonishing that Dove
adopted the theme. Despite criticism about the initiative being hypocritical (for example, Dove is still
selling creams that are supposed
to treat cellulitis), Dove created a
new platform for differentiation
and the company is now regarded
among its relevant target groups as
a brand that has rid itself of a distorted stereotype image of the ‘ideal
of beauty’.
OKT-NOV 2014
Step 3:
open sharing of
knowledge and expertise
A company earns thought leadership on the basis of the confidence
that it has built up as an expert on
an innovating theme. One important way in which a company builds
confidence is through the open
sharing of knowledge and expertise with (potential) customers and
other stakeholders. The more that
information shapes the insights
that its stakeholders need, the more
it proves that it understands their
world and their issues, and that it is
an expert in the field.
Step 4: initiating network
platforms around the theme
The main way to construct thought
leadership is to create a network
platform on the thought leadership
theme and to play a central role in
it yourself. By acting as a facilitator in such a network, the company
creates a central position in the network. That means that not only does
it have access to an extended pool
of knowledge and expertise, it can
also build up meaningful relationships which, again, can offer access
to potential business relationships.
Step 5:
linking action to result
To build up confidence as an expert
on the innovating theme, organizations must work constantly on communications initiatives.
Thought leadership is a form of differentiation in a world in which the
need for innovating perception is
increasing all the time. Companies
that go about thought leadership
half-heartedly or insufficiently
are wasting their time, money and
other resources. But those that are
ready to adopt thought leadership
wholeheartedly are keeping pace
with evolving market needs and
setting themselves apart from the
competition.
EXECUTIVE
SUMMARY
Thought leader
companies are
in a position to
break with the
conventional ways
of thinking in the
market and thus offer customers innovating perceptions.
Thought leadership
is not something an
organization claims,
but rather what it
earns as the result
of the confidence
that it creates in
Rewritten based on the article ‘Een the implementation
of the pioneering
bedrijf om na te volgen’ by Mignon body of thought.
van Halderen and Kym [email protected]
Paddock
WWW.CXONET.BE
50
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
DON’T UNDERESTIMATE ITS IMPACT
THE INTERNET
OF THINGS WILL
REVOLUTIONISE
EACH AND EVERY
BUSINESS
BI-MONTHLY HEADLINES
Bi-Monthly
HEADLINES
Jean-Luc Manise
IPHONE 6 : UN TERMINAL DE PAIEMENT DESIGN
Voilà, c’est fait. Apple a finalement changé de stratégie et décidé
d’intégrer une puce NFC dans son nouveau smartphone présenté en grande pompe début septembre. Vous approchez votre
iPhone 6 du terminal de paiement, vous pressez le Touch ID et
le tour est joué : le paiement sans contact s’effectue en moins de
3 secondes. Voilà la pour la simplicité d’Apple Pay. La sécurité
est à double : le smartphone est doté d’un lecteur d’empreinte
digitale et d’une puce qui génère un numéro dynamique pour
chaque transaction. Pour assurer la surface la plus large possible
à sa solution de paiement mobile via iPhone 6 (ou via sa montre
iWatch 6), Apple a conclu des accords avec les grandes enseignes
du monde des cartes de crédit que sont American Express, Visa
ou MasterCard (83 % des volumes de transaction aux USA) et
avec quelques majors comme Subway, McDonald’s, Nike ou
Disney. Sans oublier bien sûr ses propres Apple Store.
BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
ICT
PAGINA 50
Bi-monthly headlines
PAGINA 51
The internet of things will
revolutionise each and every business
PAGINA 54
The Internet as we know it today has been around for
some thirty odd years now but it is only in the last decade
that we have seen an increasing number of “things”
being hooked up to the network. Those “things” come
in many shapes and sizes but they all have one thing in
common: they generate an endless stream of data over
the Internet that is fundamentally changing the business
playing field, like it or not.
Multimedia
LEES VERDER OP PAGINA 52
GOOGLE GLASS ET LA RÉALITÉ AUGMENTÉE SELON SAP
MOBILES : LES MALWARES EN AUGMENTATION DE 17 %
Selon les laboratoires d’Alcatel-Lucents Kindsight Labs, les
smartphones sont de plus en plus en proie à des attaques de
Malware. Le nombre d’infections est en croissance de 17 % au
cours du premier semestre 14. Ce sont les terminaux Android
qui sont les plus sensibilis, à concurrence de 60 %. Le « solde »
provient d’ordinateurs portables sous Windows connectés à un
réseau mobile via une clé USB ou un routeur mobile Wifi. Des
chiffres qui devraient réjouir les détenteurs de téléphone Apple :
les iPhone représenent moins de 1 % des infections répertoriées.
LE ROAMING GRATUIT EN 2015
Depuis 2010, les utilisateurs bénéficient d’un tarif régulé
lorsqu’ils utilisent leur téléphone mobile lors de leurs déplacements dans un autre pays de l’Espace économique européen. Ce
tarif régulé, appelé eurotarif, est encadré sous la forme de pla-
WWW.CXONET.BE
CXO EDITORIAL EXPERTS
De expert Group ICT wordt verder
uitgebouwd dankzij de ondersteuning van:
Voici votre nouvelle carte de paiement électronique....
Jean-Luc Manise
fonds tarifaires, c’est-à-dire de prix maximum qu’un opérateur
peut imposer à son client. Le niveau de ces plafonds est fixé dans
un règlement européen sur l’itinérance internationale. Depuis
2012, il impose une baisse annuelle de l’eurotarif jusqu’en 2014,
chaque 1er juillet. Cette année, la baisse des prix pour le romaing
vocal a été de plus de 20 %, soit un maximum de 19 centimes
d’euros la minute pour un appel sortant, et de 5 centeims d’euros
pour un appel entrant. Et l’année prochaine, cela sera gratuit
HP numéro 1 des serveurs en Europe
Avec plus de 550.000 unités et une progression en revenus de
3,77 % (3,228 milliards de dollars), le Gartner estime que le
marché des serveurs s’est stabilisé en Europe au cours du 2ème
trimestre 2014. Sa concentration est impressionnante : le trio
de tête s’octroie plus de 70 % du gâteau avec dans l’ordre HP
(34,73%), IBM (22,02%) et Dell (15,29%).
OKT-NOV 2014
Frans Godden
CxO EXPERT GROUP ICT
Peter Bal
CIO
Wabco Vehicle
Control Systems
Chris Borremans
Jan Buys
General manager
European IT
Komatsu Europe
IT Manager
Accor Hotels
Belgium
Christiaan
Peeters
Wim Schollaert
Geert Christiaens
Manager IT Services
and Business Processes
Tiense Suikerraffinaderij
Christiaan
De Backer
Prof. dr. Steven
De Haes
CIO
Tom Tom Group
Director Knowledge &
Research
AMS
Kalman Tiboldi
Freddy Van den
Wyngaert
Jan Dobbenie
CIO
Nuon
© Sven Everaert
Utiliser les Google Glass pour libérer les mains : c’est aux
employés des entrepôts de logistique et aux techniciens de
maintenance que l’éditeur allemand a songé. Chaussés de leurs
lunettes et de SAP AR Warehouse Picker App, les préparateurs de
commande pourront scanner le code-barres, localiser le produits
à enlever et recevoir des alertes de maintenance et de sécurité.
Grâced à SAP AR Service Technician, les techniciens de maintenance pourront quant à eux recevoir en surimpression les informations utiles à leur travail : fiche technique, manuel, plan,..
Christophe
Huygens
Professor KU Leuven
IT Manager,
Arteco - Total België
ICT Manager
Gates Europe
Prof. dr. Bart
Sijnave
CIO
UZ Gent
CIO
TVH - Thermote &
Vanhalst
CIO
Agfa-Gevaert Group
Stijn Viane
Ass. Prof. of
Management
Information Systems
Partner of Vlerick
Business School
Catherine
Hellebaut
Regional Business
Service, ERP & IT
Leader Benelux
3M Benelux
52
53
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
ICT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
THEMATIC ARTICLE : THE INTERNET OF THINGS
Frans Godden
In a recent study called “Harnessing Data in the
Internet of Things”, Ovum Consulting predicted that
the number of Internet connected devices will explode
over the next few years. By 2020 the analysts estimate
that well over 20 billion devices ranging from complex
interactive systems to tiny sensors will be collecting and
transmitting data over the Internet. Of course, it is not
really a new phenomenon, companies have been using
sensors and embedded technologies for years in what
is collectively known as M2M or machine-to-machine
technology - the tracking of packages by transportation companies is a common example. However, it is
the upcoming sheer volume of intelligent devices that
creates a whole new playing field.
There are several reasons for this sudden increase. The
cost of sensors has come down dramatically while at
the same time we have seen huge advances in wired
and wireless communication technology enabling better and faster connections to the Internet. An increasing number of objects in our physical world – personal
items like smartphones, household appliances, cars,
factory equipment, utility networks - are now able to
communicate with each other through embedded sensors, tags, and actuators – without any human involvement. The result: vast amounts of data, all available to
be analysed for a wide range of purposes.
As a cloud-based infrastructure is by its very nature
quite scalable and flexible, it is obvious that a lot of IoT
data will be stored and processed in the cloud. “But
cloud environments represent many challenges for
companies that are not familiar with this type of stor-
WWW.CXONET.BE
Similarly, in a recent report, Tata Consultancy Services
clearly highlighted that the Internet of Things will enable organisations in every industry to offer new services or otherwise change their business models. And it
lists a host of industries with such new business models
resulting from what it calls the use of “cyber-physical”
systems, from utilities and manufacturing over healthcare and transportation to consumer goods and retail.
And it concludes that just as the Internet has transformed businesses and lifestyles in the last twenty years,
the Internet of Things is likely to disrupt any organisation’s relationship with its stakeholders. So beware...
NO ESCAPING
One thing’s for certain: no sector of industry will be
able to ignore the potential benefits that organisations
can draw from the Internet of Things. Right now, manufacturing, utilities organisations and logistics seem
to be benefiting most from IoT, but very soon every
industry vertical will be impacted. “Mind you, it’s not
the technology itself that will create the added value,
it is the way in which the executives take advantage
of the new opportunities for their specific environment that will determine whether they are successful
in implementing the results of IoT”, says dr. Steven De
Haes, professor Information Systems Management at
the University of Antwerp and the IT Alignment and
Governance Research Institute (ITAG). “It is important
that the organisation has a solid innovation process in
place that involves both IT and the business to assess
the true impact of the Internet of Things”.
NOT JUST “MORE” BIG DATA
Up until now, “big data” usually referred to human-generated data, but with the sudden rise of this new type of
network, the volumes generated by all those connected
devices will far outstrip traditional big data. And while
this opens up a host of new opportunities for mining
that mountain of data, it also creates several new challenges. For one, there’s the management problem: all
those devices must be managed from a central point,
completely automated and remotely, and they must be
able to talk to each other irrespective of the manufacturer or the type of sensor used. However, as you will
get streams of data from different sources, integration
may be the next hurdle to take, and that can represent
a huge challenge for enterprise data management and
analysis. The traditional centralised database will not
be able to handle the large volumes of raw data generated by the Internet of Things – very often unstructured data also.
don’t begin planning or modifying their development
processes risk falling behind more forward-thinking
competitors”.
age – traditional security methods will fall short”, says
IBM security consultant Erno Doorenspleet. “What
they need is intelligent solutions based on analytics to
spot proactively the correlations between the countless
activities within a company’s different ICT infrastructures. That way, the IT department can focus on the
core risk-bearing activities without loosing sight of the
zillions of other things in the cloud”.
“Mind you, it’s not the technology itself that
will create the added value, it is the way
in which the executives take advantage
of the new opportunities for their specific
environment that will determine whether
they are successful in implementing the
results of IoT” (dr. Steven De Haes, member
of the CxO Expert Group and professor
Information Systems Management at
the University of Antwerp and the IT
Alignment and Governance Research
Institute (ITAG).
As if to support Steven De Haes’ theory, the
McKinsey Global Institute last year stated in a
report that the Internet of Things is one of the most
disruptive technology trends of this decade, with
far-reaching implications for both businesses and
OKT-NOV 2014
Dr. Steven De Haes, member of the CxO Expert Group and professor
Information Systems Management at the University of Antwerp: “It is
important that the organisation has a solid innovation process in place
that involves both IT and the business to assess the true impact of the
Internet of Things.”
policymakers. In the report the analysts estimate
the potential economic impact of the IoT to be
somewhere between 2,7 and 6.2 trillion US dollars
per year by 2025. The reason: enhanced operational
efficiencies and subsequent new revenue-generating
products and services. However, that vision will
only come true if companies are able to marry data
from the Internet of Things with other sources of
data. Because the real promise of the IoT lies in the
ability to combine machine-generated data with
data created by humans, resulting in a deeper insight
and real-time decision making. But that means that
current data management and analytic architectures
will have to be modified to enable data capture from
intelligent network devices and integrate the data
from the various sources into one big data pool,
rather than creating discrete “data islands”.
EXECUTIVE
SUMMARY
The Internet of
Things is no longer
a hype, everywhere
around us all
sorts of devices
and sensors
are registering
activities and
generating masses
of data transferred
over the Internet
and used by new
applications that
derive intelligent
information from
it. Each and every
industry will be
impacted and
companies that don’t
get involved, will
only stand to loose.
The Internet of Things is no longer a hype, everywhere
around us all sorts of devices and sensors are registering activities and generating masses of data transferred
over the Internet and used by new applications that
derive intelligent information from it. Each and every
industry will be impacted and companies that don’t get
involved, will only stand to loose.
[email protected]
Beveilig uw data...
voor het te laat is!
BUILDING BRIDGES
At its recent global user conference in Orlando, Progress
Software even went one step further by claiming that
very soon construction will begin on the “Internet of
Things Bridge”. According to Progress, “organisations
will start to deliver on the hype of IoT across a wide
array of industries. Initial steps will be taken to assimilate IoT processing into internal and customer facing
applications (...). While complete ROI success stories
will be limited in the short term, organisations that
OKT-NOV 2014
IT-security partner voor de KMO
Contact
+32 3 460 35 35
[email protected]
site www.accel.be
tel
mail
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
TRANSPORT MANAGEMENT
INNOVATIE BINNEN MULTIMEDIA
HANDIGE OF LEUKE
HIGH TECH
Bruno Koninckx
GADGETS
DERDE KEER GOEDE KEER VOOR SURFACE PRO
De Surface Pro 3 van Microsoft is eigenlijk pas de eerste versie waarvan je kan zeggen dat het een volwassen product is dat
ook echt doet wat het belooft, al is het nog verre van perfect. De Surface Pro wil een combinatie zijn van een volwaardige
tablet en een laptop. Als tablet is het product zeker geslaagd: het is voor wat het aan rekenkracht in huis heeft en voor
het relatief grote scherm nog erg draagbaar en ligt goed in de hand. Zeker met de bijhorende Bluetooth-pen kan je er
ook best productief mee zijn. Hoewel er verschillende configuraties zijn, kunnen we zeggen dat de hardware op zich wat
prestaties betreft zeker een degelijke ultrabook of zelfs gewone laptop evenaart. De meeste mensen zullen hier vlot alle
dagelijkse computertaken mee kunnen vervullen.Alleen het toetsenbord is nog geen concurrent van dat van een normale
laptop. Dankzij een traploos instelbare klep achteraan kan je het scherm nu wel in de perfecte stand zetten, waardoor je
het toestel ook relatief goed op je schoot kan gebruiken. Zelfs het toetsenbord kan je met een klepje in twee standen zetten, wat op zich best handig is. Helaas is het toetsenbord op zich niet echt goed, of biedt het toch niet het gebruiksgemak
van dat van een echte laptop. Bovendien moet je er nog 130 euro voor betalen, en zonder heeft de Surface Pro niet veel
zin. Om hem echt op je bureau te gebruiken, koop je bovendien best het basisstation dat ook nog eens 200 euro kost.
Samen met de minimum 800 (tot 1950) euro voor het toestel op zich doet dat de prijs wel erg oplopen. Als krachtige
tablet is derde keer dus wel goede keer, maar als geheel is er toch nog wat werk aan het concept, en zeker aan de prijs.
www.microsoft.be
PLANTRONICS VERWENT DE OREN
Plantronics is vooral bekend van Bluetooth oortjes en headsets voor professioneel gebruik, maar brengt meer en
meer consumentenproducten op de markt. Het laatste product in dit gamma is de BackBeat Pro. Deze fors uitgevallen hoofdtelefoon zit vol snufjes. Hij kan tegelijk via Bluetooth of NFC koppelen met verschillende toestellen, zodat je
bijvoorbeeld naar muziek op een tablet kan luisteren en een gesprek aannemen dat op een smartphone binnenkomt.
Als pure koptelefoon is dit misschien niet het model dat echte audiofielen in vervoering zal brengen, maar de kwaliteit
is zeker meer dan behoorlijk. Bovendien heeft hij een knop waarmee je Active Noise Cancelling op zet, zodat omgevingsgeluiden nagenoeg weggefilterd worden. Wil je omgekeerd net wel horen wat er om je heen gebeurt, dan kan je de
OpenMic-functie aanzetten. De muziek dimt dan, en je kan ook makkelijker een gesprek voeren. Daarnaast zijn er nog
wel enkele slimme functies. Zo stopt de muziek automatisch als je de koptelefoon afzet, en kan je met draaiknoppen
het volume traploos aanpassen of naar een vorig of volgend nummer springen.Gesprekken aannemen gaat makkelijk
door op de rechterschelp te klikken. Deze klinken op zich heel helder, al vinden we dat een koptelefoon over de oren
niet zo aangenaam om gesprekken te voeren – zelfs met de OpenMic-functie aan. Het design van de BackBeat Pro is
ten slotte echt top: een combinatie van matte en zacht lederen materialen oogt mooi en zit prettig. Voor 250 euro krijg
je echt wel veel kwaliteit.
www.plantronics.com
PACKAGING:
WHAT DO SHIPPERS
DO ABOUT IT?
The importance of transport packaging is often
underestimated but there is no denying that it has an
important function. It protects goods during transport and
also allows the carrier to move and set up the goods safely.
This latter is all too often underestimated. OTM (Organisatie
van Traffic Managers) gives more explanation about various
aspects of transport packaging.
BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
LOGISTICS &
MANUFACTURING
PAGINA 55
Transport management
LEES VERDER OP PAGINA 56
CXO EDITORIAL EXPERTS
Karel De Decker
Jan De Kimpe
CXO EXPERT GROUP LOGISTICS & MANUFACTURING
© Jos Verhoogen
54
Dave Bellekens
Logistiek directeur
Multipharma
Jürgen
Berckmans
Supply Chain Director
Danone
Mike Callens
Ass. Prof. of Operations
Management
Vlerick Business School
Vice Persident sourcing
Atlas Copco
Airpower nv
Business Unit
Manager Logistics
Honda Europe
Erik Chabot
Oliver Corluy
Suzy Costers
Maarten Peeters
Marc Slegers
Geert Swinnen
Alex
Van Breedam
Nico Vandaele
Robert Boute
President
PICS Belgium
VP Vlaanderen
PICS
Nik Delmeire
Liesbet De Munck
Nationaal voorzitter
O.T.M.
Coördinator Expertisecel Log-IC
Coördinator Postgraduaat Supply
Chain Business Analyst
Provinciale Hogeschool Limburg
Johan
Van Den Broeck
Tom Van Dijck
CROSSOVER: LAPTOPRUGZAK VAN TOPKWALITEIT
Ook Thule is een merk dat je waarschijnlijk vooral van dakkoffers en fietsenrekken kent, maar ondertussen zijn productengamma al flink heeft uitgebreid. De nieuwste Crossover is bijvoorbeeld een van de betere laptoprugzakken op
de markt. In het 25 liter model past makkelijk een 15 inch laptop, maar er is ook een beschermende hoes voor een
tablet, bovenaan een extra goed gepolsterd zakje voor een bril of andere breekbare zaken, enzovoort. Vooraan zijn er
nog twee iets kleinere compartimenten, waar in een ook nog kleinere onderverdelingen zijn. Je zou bijna zelfs kunnen
zeggen dat er wat te veel zakken en onderverdelingen zijn, want soms is het even zoeken om te weten in welke zakje je
het precies hebt opgeborgen. De rugzak is van duurzaam materiaal gemaakt dat ook waterafstotend is. Het rugpand
is vrij goed gepolsterd en de schouderriemen hebben ventilatiegaten. Alleen deze hadden iets meer gepolsterd mogen
zijn want als de rugzak echt vol zit, zijn ze wat hard. Bijna 100 euro voor een laptoprugzak is natuurlijk niet goedkoop,
maar dit is wel een model waar je lang mee kan doen, en dat je eigenlijk ook in je vrije tijd kan gebruiken.
www.thule.com
Jos Marinus
President
VIB
Paul Vermeylen
Commercial Manager
Marsh
WWW.CXONET.BE
OKT-NOV 2014
Luc Peeters
Supply Chain Director
Nutricia-Milupa
Belgium
Logistiek manager
Hansen Transmissions
International
VP Telenet
Procurement
& Supply Chain
Prof. KU Leuven
en Universiteit
Antwerpen
Prof. dr.
KU Leuven
Head of Supply Chain
and Procurement bij
Ineos ChlorVinyls LVM
Purchase manager
BASF
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Thema - artikel
LOGISTICS & MANUFACTURING
TRANSPORT MANAGEMENT
E-BUSINESS
The recent strong growth in e-business sometimes plays tricks on packagings. Some big e-commerce stores
have no compunction in using the
consumer packaging as transport
packaging. Manufacturers make
allowance for this to some extent,
but the product often undergoes
extra shocks by being shipped
in free-standing packaging. For
smaller goods specific consignment boxes are used in which products are collected and held in place
with ‘airpads’ of ‘paperpads’. In this
new world the concept of transport
packaging receives another meaning and, with the rise of e-business,
the manufacturers will over time
have to provide more and more
primary and secondary packaging
in order to satisfy recent forms of
distribution.
RETURN ON INVESTMENT OF
The importance of transport pack- triggered not only by stricter leg- TRANSPORT PACKAGING
aging is often underestimated but
there is no denying that it has an
important function. It protects
goods during transport and also
allows the carrier to move and set
up the goods safely. This latter is all
too often underestimated.
islation on loading safety but also
by an inclination towards corporate social responsibility whereby
minimum impact on the environment and care for the product are
central.
THE FUNCTION OF GOODS
Transport packaging is always the
last link in the packaging process.
Depending on the product other
steps come before it. The basic
packaging of a product is called
primary packaging. This packs the
product and often has considerable
market importance. It is often said
that good packaging sells. These
immediate or primary packagings are often put up in batches of
X units in an outer packaging, the
secondary packaging. This packaging bundles products and is often
the measure of the sales unit. These
secondary packagings may also be
contained in a transport or consignment packaging, often called
tertiary packaging.
If we take a close look at transport
packaging we have to make a distinction between different kinds of
goods. The function of goods and
their value has a significant effect
on transport packaging. Semifinished goods in bulk are given a
packaging different from durable
goods, which are packaged individually. The value of the product also
often determines the value of the
packaging. There is trend towards
greater attention to correct specifications of the transport packaging whereby safe transport without
loss or damage is accorded priority
over the cost price of the packaging. This trend seems to have been
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
LAST LINK
Attention to transport packaging
can yield a fair amount of money.
Companies do not quite realize
how much. The transport packaging is often left out of the design of
the product. This looks like utopia,
but can make a world of difference.
Or how a company came just 2 cm
short of being able to stack goods
two-high in a truck. If product
design had taken this into account
twice as many goods could have
been placed in the trucks; count
your profit. In the development of
transport packaging it is therefore
best to take account of the dimensions of available means of transport.
Stackability (so-called collo modularity) is also important. Various
sorts of goods can be shipped in
combination volume-efficiently if
they fit in a collo modular way. Most
logisticians of course know that
the volume of two half europallets
will fit on one europallet, but the
OKT-NOV 2014
dimensions of the different products can also be adjusted to fit each
other. This sometimes requires, for
example for seaborne cargo, consideration of pros and cons of optimization for loose stacking in a sea
container versus pallet stacking.
PACKAGING IS MARKETING
Transport packaging is also increasingly important in marketing.
Companies can use it to strengthen
their ‘corporate identity’ and, since
the transport packaging is the first
packaging that the user sees, it helps
to convey a uniform image. Big concerns that often change their product sites have an interest in making
packaging as homogeneous as possible so as not to induce any shock
reactions with goods that suddenly
appear from another part of the
world.
There are specific rules for dangerous goods. Here the transport
packaging acts as a buffer and,
thanks to materials tests and specific regulations on the packaging,
offers protection in case of accident
(packaging is tested for capacity to
withstand possible incidents). There
are also instructions for emergency
services (correct chemical class
and contents). Regulations for air
freight (regulated by IATA) are in
that respect stricter than regulations for transport via road, rail or
sea. A good example is the battery.
Increasing use of batteries and the
concomitant increase in volume of
their shipments entails a tangle of
problems whereby not only the individual packaging in itself but also
all the packagings taken together
become important for each flight
or run.
The function of goods and their value has a significant effect on transport packaging.
stowed in the hold of a ship there is
now a trend to pack them and ship
them in containers. For heavy goods
this requires particular attention.
And even if the transport packaging here happens to be no more than
a ‘skid’ or strong base, transport in
the preliminary and especially in
the post-shipment phases requires
particular attention
por t packaging. Especia lly in
transport to places where logistics are less developed than in
Europe extra care is necessary for
transport packaging. Intelligently
designed packaging can prevent
incorrect handling, excluding
possible errors. Transport packaging is thus an integral part of
the product and does more than
simply protect it. It is thus no necEND-DESTINATION
essary cost but an active compoDETERMINES PACKAGING
nent of what the loader entrusts to
Finally the end-destination also the carrier.
determines the look of the trans-
EXECUTIVE
SUMMARY
Transport packaging
is always the last
link in the packaging
process. Depending
on the product other
steps come before
it. OTM gives more
explanation about
various aspects of
transport packaging.
[email protected]
SEABORNE FREIGHT
The latest developments in seaborne
freight also have consequences for
transport packaging. For goods that
formerly used conventionally to be
OKT-NOV 2014
WWW.CXONET.BE
LIGHTING & RELIGHTING

BEELD
GEPIXELLED
HOE ENERGIE BESPAREN?
Door het stilleggen van verschillende nucleaire reactoren
riskeert België stroomonderbrekingen (‘black outs’) tijdens
de wintermaanden. Zorgzaam omspringen met energie is
dus meer dan ooit brandend actueel.
LEES VERDER OP PAGINA 60
BUSINESS MAGAZINE ON INNOVATION,
LEADERSHIP, STRATEGY AND VISION
FACILITY
MANAGEMENT
PAGINA 59
Hoe energie besparen
A unique event for Managers in Brussels.
The first time ever world authorities from 5 of Europe’s top business schools are brought together:
Insead, London Business School, Saïd at Oxford University, IE Madrid, London School of Economics.
CXO EDITORIAL EXPERTS
Go to http://www.globalmagevents.com/
Karel De Decker
Jan De Kimpe
CxO EXPERT GROUP FACILITY MANAGEMENT
Erik Aerts
Exploitatie­
verantwoordelijke
Decathlon Benelux
Sébastien
Berlanger
Facilities manager
Coca-Cola Enterprises
Belgium
Jeroen Boon
Facilities-Projects-Risks
Floré Group
Steve Calmein
Facility manager
Johnson Controls
Stephane De
Klerck
Building Infrastructure
Manager
The Brussels Airport
Company
&
Frank Geets
Partners
Administrateurgeneraal
Agentschap
voor Facilitair
Management
Mieke Loncke
Directeur
IFMA
Claude Pintens
Facility & Security
Domain manager
Loterie Nationale
Ann Troch
Facility Manager
D.E. MASTER
BLENDERS 1753
Koen Van
Haelst
Directeur facilitaire
diensten
Provinciebestuur
Antwerpen
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Thema - artikel
Karel De Decker
EXECUTIVE
SUMMARY
Als gevolg van de
ontwikkeling en productie van de nieuwe
lichtbronnen is de
verlichtingssector
volop in beweging.
Verlichting omvat
echter nog veel andere aspecten zoals
visueel comfort,
armatuurbouw, het
verlichtingsontwerp,
architectuur en interieurdesign, intelligente lichtsturing en
daglichttoetreding.
Bovenal moet de
energie-efficiëntie
altijd in het oog
worden gehouden.
LIGHTING & RELIGHTING
“Verlichting in een kantooromgeving is verantwoordelijk voor 30
tot 40% van het totale elektriciteitsverbruik,” zegt Mieke Loncke,
Directeur IFMA en lid van de CxO
Expert Group. “ Energiebesparing
kan niet enkel gerealiseerd worden door het verhogen van de efficiëntie, m.n. door het plaatsen van
betere verlichtingsapparatuur, maar
er kan ook bespaard worden door
de bestaande apparatuur efficiënter
te gaan gebruiken. De eenvoudige
remedie ‘Doe het licht uit wanneer
het niet nodig is’, klinkt eenvoudig
maar is in de praktijk niet altijd zo
eenvoudig door te voeren. Echter,
met daglichtsturing – een automatisch systeem dat het verlichtingsniveau aan de hoeveelheid invallend
daglicht aanpast – aanwezigheidsdetectie waarbij de verlichting enkel
brandt wanneer een lokaal bezet is –
en de nodige motivatie bij de medewerkers, kom je al een heel eind.”
“De Werkgroep Energie binnen
IFMA heeft recent een rapport
geschreven over FM en energiebesparingen, waarbij verlichting
een belangrijk hoofdstuk uitmaakt. Niet alleen krijg je er een
volledig overzicht van alle mogelijkheden, je kan ook zelf aan de
slag om het energieverbruik in je
eigen omgeving te berekenen. Het
document is terug te vinden op
de website van IFMA (www.ifma.
be<content<rapporten).”
HET LED-NOODVERLICHTING-PROJECT: ENKELE CIJFERS:
schillende domeinen, maar vooral - bedrijven aanzetten tot differenop het spanningsveld tussen enertiatie, diversificatie en het creëren
zijds energiebesparing en anderzijds
van meerwaarde door pro-actief te
comfortverhoging. Het verzoenen
stimuleren tot innovatie, innovavan beide bekommernissen vormt
tiekansen aanreiken, attent maken
de cruciale uitdaging voor de sector.
op mogelijke subsidievormen en
Hiervoor is het TIS-project 070488
begeleiden bij het opstellen en uitop de markt gezet. Het project
voeren van studies en projecten.
hoopt als katalysator te kunnen - het grote publiek en alle gebruioptreden en verlichtingsbedrijven
kers op de hoogte brengen van de
te ondersteunen en te stimuleren
mogelijkheden om beter ter verom deze innovatieve, vaak energielichten met minder energie, voor
zuinigere technieken toe te passen
een redelijke kostprijs.
in eigen ontwikkelingen.
De doelstellingen van dit nieuwe
project Groen Licht Vlaanderen
zijn:
- werken aan een algemene kennisverhoging binnen de verlichtingssector door informatie aan te bieden via alle mogelijke kanalen, het
inrichten van specialisatiecursus- “De goedkoopste en meest
sen en werken aan specifieke oplei- duurzame vorm van
dingsmogelijkheden
energiebesparing is nog
- s ynergie bewerkstelligen tussen steeds dewelke men niet
verlichtingsbedrijven, de domoti- verbruikt of hoeft op te
casector, studiebureaus, architect wekken.”
en,gezondheidsspecialisten, desig- PHILIP MARTIN, COFELY SERVICES (GDF SUEZ)
ners en de overheid zodat innovatieve oplossingen worden ontwikkeld die door alle partners worden
aanvaard en geïmplementeerd
BESPAREN MET LED-VERLICHTING
PROJECT: GROEN LICHT
VLAANDEREN, ENERGIEBESPARING
MET BETER LICHT
De verl icht i ng s s e c tor wordt
momenteel geconfronteerd met
een aantal belangrijke trends en vernieuwingen. Vlaamse bedrijven die
actief zijn in de verlichtingssector
mogen dit niet ervaren als bedreigingen maar als opportuniteiten
die met innovatieve producten en
ideeën beantwoord kunnen [email protected] den. De trends situeren zich op ver-
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FACILITY MANAGEMENT
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
Philip Martin, Sector Manager Cofely
Services: “In oudere gebouwen zijn er heel
wat mogelijkheden naar energiebesparing op
verlichting.”
Philip Martin, Sector Manager bij
Cofely Services (GDF Suez), zag de
resultaten na enkele ingrepen in de
kerncentrale van Doel.
“Afgelopen jaar hebben wij inderdaad verschillende relighting projecten uitgevoerd. Het resultaat is
bijvoorbeeld dat we er de afgelopen
6 jaren in geslaagd zijn zonder bijkomende grote investeringen 245.000
Kwh per jaar te besparen (169 ton
Co2/jaar), wat overeenkomt met de
gemiddelde jaarlijkse energiebehoefte van 49 gezinnen.”
OKT-NOV 2014
INVESTERINGSKOST
Materiaal
159.375 Euro
Werkuren
25.000 Euro
Totale investering:
184.375 Euro
TE VERWACHTEN JAARLIJKSE BESPARINGEN
Correctieve interventies
30.000,00 Euro
Preventief onderhoud
15.000 Euro
Lampen
1.875 Euro
Energie
1.752 Euro
Totale jaarlijkse besparing:
“Verlichting in een kantooromgeving is
verantwoordelijk voor 30 tot 40% van het
totale elektriciteitsverbruik,” zegt Mieke
Loncke, Directeur IFMA en lid van de CxO
Expert Group.
“Een van de grotere projecten hierin
was het vervangen van 1.200 stuks
noodverlichtingen in diverse gebouwen op de site van het bedrijf. Naast
de totale investerings- en onderhoudskost was er een bijkomende
uitdaging naar energiebesparing
toe, met name het feit dat het grootste gedeelte van deze noodverlichtingen (ongeveer 1000 stuks) ook
dienst deden als veiligheidsverlichting en dus 24 uur op 24 en 7 dagen
op 7 moest branden.
Toch is de operatie geslaagd. Naast
het verminderen van de afvalberg
met gemiddeld 750 stuks TL lampen
per jaar is het verbruik verminderd
met 17.500 Kwh/jaar; equivalent
van 12,2 ton Co2 per jaar.”
48.627 Euro
CIJFERS SPREKEN
De terugverdientijd over de jaren
heen bedraagt in dit specifiek project 3,8 jaar. Philip Martin is ervan
overtuigd dat de wereld van de verlichting in volle evolutie is mede
dankzij allerhande nieuwe toepassingen en mogelijkheden en
ontwikkeling van LED, aanwezigheidsdetectie, performantere
voorschakelapparatuur en lampen....
TIP VOOR ONZE LEZERS
Er is een nieuwe publicatie van het
Vlaamse Gewest: energiezuinige
verlichting voor KMO. We kunnen aanzienlijk besparen door over
te stappen naar energiezuinige en
misschien ook slimme verlichting.
Het Vlaams Energie Agentschap
publiceerde hierover recent een
nieuwe publicatie. Doelgroep is de
KMO. De brochure helpt KMO’s
om de knelpunten in de bestaande
verlichtingsinstallatie op te sporen
en maakt hen wegwijs in de uitvoering van een relighting. De brochure
kan gratis gedownload worden of
besteld worden in de gedrukte versie via deze website van de Vlaamse
Overheid.
Ook via de knop ‘Publicaties’ op
de website www.energiesparen.be
kom je bij deze nieuwe brochure. De
inhoudelijke samenstelling lag in
handen van het Laboratorium voor
Lichttechnologie van de KU Leuven,
Technologiecampus Gent. Ook het
project Groen Licht Vlaanderen
werd hierbij betrokken.
“In oudere gebouwen zijn er heel
wat mogelijkheden naar energiebesparing op verlichting, en zoals het
er nu naar uitziet staan er heel wat
uitdagingen en opportuniteiten te
wachten. Men moet wel bereid zijn
om er de nodige budgetten voor vrij
te maken.
De goedkoopste en meest duurzame
vorm van energiebesparing is nog
steeds dewelke die men niet verbruikt of hoeft op te wekken.”
OKT-NOV 2014
VITO NV
Onderzoeks­‐ en adviescentrum voor cleantech en duurzame ontwikkeling
Berchem - Genk - Gent - Mol - Oostende
Voor meer informatie: Kristine Verheyden - Tel. + 32 14 33 55 53
[email protected] - www.vito.be
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
AUTO & LIFESTYLE
TESTIMONIAL
OP
DE
FLEET SUPPORT IN ZEE MET
BOEKENPLANK
KIA SPORTAGE
Karel De Decker
HAPPY PROFIT: GA VOOR WINST EN WEES ER TROTS OP
Auteur Herman Toch wil met zijn boek ‘Happy Profit’ de negatieve spanning rond winst en groei wegnemen
en ziet de uitdagingen van de wereld als een enorme opportuniteit voor succesvolle merken en bedrijven.
Als CEO’s en marketeers erin slagen om anders te leren kijken naar de wereld om ons heen, dan dienen er
zich mooie groeimogelijkheden aan om winst ook duurzaam te maken. Happy Profit ziet de uitdagingen
van de wereld zoals mobiliteit, gezondheid, eenzaamheid, vergrijzing en milieu als opportuniteiten voor
succesvolle bedrijven en merken. Happy Profit ziet de evolutie in de richting van een gedecentraliseerde,
bottom-up maatschappij als momentum voor een nieuw soort leiderschap dat een ander soort bedrijven en
organisaties bouwt en zodoende een lans breekt voor die CEO’s en marketeers die van die issues opportuniteiten willen maken en die dromen van een positieve impact op de wereld. In dit verhaal is ‘societal value’
en ‘business value’ even belangrijk en versterken ze elkaar. Winst is een beloning en geen doel. Herman
Toch biedt een Happy Profit kompas aan dat bestaat uit vier woorden: Dromen, Impact, Trots en Relaties.
Bedrijven moeten dromen hebben en dromen van een betere wereld voor onze kinderen. Dromen zonder
realisatie zijn fantasie, aldus de auteur. Ze waarmaken dus, of zorgen voor impact op de wereld waarin we
actief zijn. Trots helpt dan weer om in flow te komen. Trots vertrekt vanuit een sterke innerlijke motivatie
en helpt om onze ‘purpose of life’ te vinden en te realiseren. Tot slot zijn er de relaties. ‘Ik wil denken in
termen van synergieën en niet in termen van trade-offs. En samenwerken is het nieuwe concurrentieveld;
samenwerken met alle stakeholders wordt voor de meeste bedrijven de groeimotor van de komende jaren.
Erwin De Weerdt
Bedrijfsleiders en fleet managers hebben er alle belang bij de kosten en baten van hun
bedrijfswagens van dichterbij te volgen en te controleren. Kwestie van een goed zicht te
bewaren op de kosten. Vandaag vormen track & trace-systemen een onmisbaar hulpmiddel
dat ervoor zorgt dat de baas van het bedrijf, en van de vloot, op elk moment weet waar zijn
voertuigen zich bevinden, wie de chauffeur is en hoe die met het voertuig en de eventuele
lading omspringt.
Happy Profit
Herman Toch
Lannoo Campus
ISBN 978 90 8223 460 2
DE WET VAN SNUF
In het kielzog van de transformatie naar een nieuwe (bedrijfs)wereld ontstaan, volgens de auteur, allerlei
nieuwe businessmodellen. Deze modellen zijn gegroeid uit nieuwe economische stromingen (circulaire
economie, deeleconomie, peer-to-peer economy, makerseconomie en personalised economy) en ze vormen
daarmee ook vaak een combinatie. De auteur geeft in het boek nog een dertiental nieuwe businessmodellen.
Een aantal bedrijven is dus elektronisch gestuurde volgsystemen
gaan ontwerpen en vervaardigen
zonder zich daarom te verdiepen in
het plaatsen, testen en opvolgen van
die systemen. En dat is nu net waar
Fleet Support zich in heeft gespecialiseerd. Als “on-field” adviseur
en installateur is het bedrijf uitgegroeid tot een onmisbare schakel
tussen fabrikant en vlootverantwoordelijke, van ontwikkelings- tot
onderhoudsfase.
Een bedrijf moet een ‘veilige’ innovatieruimte creëren om te zoeken, te experimenteren, te proberen en fouten te maken, aldus Herman Toch.Wie innoverend ondernemerschap en inspirerend leiderschap nastreeft
kan aan dit boek niet ontsnappen. Uitgangspunt van dit boek is de Wet van Snuf: wat je geeft, krijg je terug,
ook wel het principe van de wederkerigheid genoemd. Wie meer geeft dan neemt, zal op termijn succesvoller
zijn, zowel zakelijk als privé. Geven is een van de krachtigste instrumenten om je omgeving op een positieve
manier te beïnvloeden. Wie dus vaker iets gegund wil krijgen of op zoek is naar betere relaties, zal zich de
kunst van het geven eigen moeten maken.
DRIE DELEN
De Wet van Snuf bestaat uit drie delen: Deel 1. Waarom geven? Hier wordt uitgelegd waarom je terugkrijgt
wat je geeft. Dat principe van wederkerigheid is overal om ons heen zichtbaar. Wat doet het met mensen,
hoe werkt het en wat kan het jou zoal opleveren? Deel 2. Wat te geven? Dit deel beschrijft 26 doeltreffende
WERK AAN WERK
Fons Leroy
LANNOO CAMPUS
ISBN 978 94 014 1674 0
manieren van geven, gerangschikt van a tot z. We kunnen allemaal op diverse manieren geven en soms zijn
het de kleine dingen die het verschil maken. Deel 3. Hoe te geven? In dit deel komt aan de orde waar je moet
op letten als je besluit om vaker te gaan geven. Hoe kun je de impact van wat je geeft vergroten, en welk gevaar
schuilt er in geven? Er is bovendien moed nodig om beter te worden in de kunst van het geven. De Wet van
Snuf is geen wetenschappelijk boek, maar de inhoud is wel gebaseerd op wetenschappelijke inzichten en
onderzoeken. De luchtige schrijfstijl, gelardeerd met een dosis humor en de aansprekende verhalen waarin
we onszelf herkennen maken van dit boek een prettig en gemakkelijk leesbaar geheel.
WWW.CXONET.BE
OKT-NOV 2014
Met meer dan 200 technici in 13 landen is Fleet support een van de best
geplaatste partners voor de inplanting van elektronica en telemetrie
in alle mogelijke Europese vloten.
Door de professionele integratie
van hoogtechnologische hulpmiddelen verhoogt immers niet alleen
het comfort maar vooral de veiligheid en productiviteit van bestuurders van zowel personen- als vrachtwagens. In België is het Technical
Fleet Support Center gevestigd op
de A12/Boomsesesteenweg 945 in
Wilrijk (www.fleetsupport.eu).
OKT-NOV 2014
Dat Fleet Support stevig doorgroeit
blijkt uit het feit dat het management besloot om een bedrijfswagen toe te kennen aan een
aantal medewerkers. Deels om
fiscale redenen, deels uit motivatie-overwegingen. Toen Olivier
Vanhoucke, Director en-COO, op
zoek ging naar de meest geschikte
auto’s voor zijn vloot kwam hij al
gauw uit bij Kia. Het voorstel dat
de verantwoordelijke voor fleet bij
KIA geformuleerd had, sloeg meteen aan. Niet alleen qua prijs maar
evenzeer omwille van het aangename contact bij de bespreking
van het contract. Uiteindelijk koos
Vanhoucke resoluut voor Kia en
voor de Sportage. Van het eerste lot
van 10 Sportages waren er 1.7 CRDimodellen met manuele versnellingsbak (85kW/115pk) en één automatische 2.0 CRDi 136 (100kW/136pk).
Deze laatste is bestemd voor de verkoper met de langste verplaatsingen.
Project Leader Antonio Gomez, een
van de andere gelukkigen, heeft er al
ruim 30000 tevreden km op zitten.
Hij valt voor het design, het comfort
en de afwerking aan boord. Ook de
hoge zit, de korte draai en de multimedia-uitrusting vallen in zijn gratie. Dat hij een ecodriver is bewijst
zijn gemiddeld verbruik dat maar
niet boven 6 liter/100km wil.
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BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
AUTO & LIFESTYLE
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
AUTO & LIFESTYLE
FLEET
MANAGEMENT
Erwin De Weerdt
One can wonder whether landing in the hands of Fiat Chrysler will finally be a blessing for Maserati. Since then,
the Italian brand has announced that it wants to sell up to 50.000 cars each year as of 2015 and 75.000 by 2018.
To make that happen, it intends leaning on a bunch of new models. It already redesigned its Quattroporte model
and last year it launched its Ghibli, erroneously baptized “baby Quattroporte”. The next one might be an SUV
built on the same platform.
ITALIAN DEVIANCE
WITH TEMPTING POTENTIAL
craftsmanship. The seats have a wraparound form, underlining
the interior’s sporty feel and top-class comfort. The roomy rear
bench seat accommodates up to three passengers.
A STYLE THAT SETS IT APART
The Ghibli captures the attention with its emphasis on sporty
glamour and strong personality, with sculpted forms and
well-defined volumes connected by clean lines that create movement. The car’s nose is dominated by the distinctive Maserati
The logo of the Maserati car company refers to the trident in the Neptune statue
radiator grille whose concave vertical fillets are inspired by the at the Fontana di Nettuno located in the Piazza del Nettuno in Bologna, Italy. Due
GranTurismo. The triangular C-pillar and the frameless door to the fact that Neptune represents strength and vigor, the statue was considered
particularly appropriate for the sports car company. It is also a characteristic
windows make the car look like a sleek coupé in spite of its length symbol of the company’s original home city.
(4,97m) and a wheelbase (2,99m) that is amongst the longest in
its class. Furthermore, the sporty look is underlined by the twin
exhaust tailpipes and the vast selection of wheels available, from FERRARI TECHNOLOGY
18” up to 21”.
Both the Quattroporte and the Ghibli are built in the former
Bertone premises in Grugliasco, Torino. Ghibli’s intro model,
ELEGANT INTERIOR
the 3.0 V6 has a 243kW/330hp Ferrari-assembled engine under
In the interior passengers will enjoy choice materials together the bonnet. The Ghibli 3.0 V6 diesel delivers 202kW/275hp while
with modern design. An ergonomic three-spoke leather-clad the Ghibli S Q4 signs off on 301kW/410hp. Ghibli’s 3 litre Twin
steering-wheel with controls for interacting with the main mul- Turbo V6 engine is designed to achieve even lower fuel consumptimedia functions frames a simple but striking instrument panel. tion and emissions while still guaranteeing stunning sporty
The smooth, elegant lines of the dashboard and central tunnel performance. From a standstill, the Maserati Ghibli springs to
immerse passengers in an atmosphere of pure elegance. Not 100 km/h in 5.7 seconds; its top speed is 263 km/h. The car bento mention the exquisite stitching, the epitome of traditional efits from a next-generation eight-speed ZF automatic transmission controlled by software that recognises driving style and road
conditions and adapts the gear changing mode accordingly. An
extremely sophisticated suspension system reconciles ride comfort with sporty performance. A servo assisted hydraulic steering
system ensures optimum “feel” at the wheel, even when parking.
ITALIAN LIFE STYLE
WWW.CXONET.BE
Introduced in 2013, the Maserati Ghibli is a sporting/luxury
executive saloon that by referring to the Italian way of life will
divert potential clients from buying Audi, BMW or Mercedes.
OKT-NOV 2014
interior space and Honda’s magic seat configuration. The Civic
Tourer offers class leading trunk space across both the C and D
segments. Furthermore, there is additional under floor storage in
the boot which makes carrying tall objects in the boot easy and
the height of the loading lip has been reduced by 137mm* compared to the Civic 5-door to facilitate effortless loading.
AN IDEAL COMPANY
AND FAMILY CAR
HONDA CIVIC
MASERATI GHIBLI
Maserati Ghibli, basically a short-wheelbase Quattroporte
With its distinctive styling, its sporty handling and “O sole mio”
look and feel, Maserati is convinced that it can make the difference in a segment which is already highly in demand. The
Ghibli is basically a short-wheelbase Quattroporte indeed and
it is Maserati’s intention with this model to lower the access to
a prestigious brand such as Maserati to a wider public. Already
the price difference between a Quattroporte 3.0 V6 Biturbo
(€ 110.473) and a Ghibli 3.0 V6 S (€ 82.038) clearly illustrates the
company’s new marketing approach.
Developed and designed in Europe, allowing Honda’s
European R&D team to lead the creative and technical
design process, the new Civic Tourer was launched
in Europe in early 2014. It is built at Honda’s U.K.
manufacturing facility in Swindon. The Tourer’s cargo
area accommodates two full-size mountain bikes or
three large-sized Samsonite cases with the luggage
cover pulled over.
The Civic Tourer offers class leading trunk space
MAGIC SEATS
Honda’s unique Magic Seats deliver further practicality and space
within the Civic Tourer, enabling a range of seating configurations for maximum versatility. The rear seats assembly folds
down in one easy movement, and the interior trunk floor of the
Civic Tourer has been raised compared to the 5-door to create
a completely flat area when the seats are folded down. The rear
seat cushions can also be flipped up to reveal ample floor space
for carrying tall objects. A 60/40 split in the seat base offers even
VERSATILITY AND FUNCTIONALITY
more options for carrying both people and cargo and provides an
Behind the sleek exterior design of the new Civic Tourer is a spa- alternative load area if access via the tailgate is limited.
cious interior, which delivers exceptional versatility and functionality. It features Honda’s innovative Magic Seat system and DRIVING PERFORMANCE:
offers a class leading boot space of 624 litres with the rear seats ADVANCED AND EFFICIENT TECHNOLOGY
in place, up to the window line. This expands to 1668 litres with The Civic Tourer will feature either the 1.6 i-DTEC engine
the rear seats down and up to the roof.
(88kW/120hp) from the Earth Dreams Technology series or the
1.8 i-VTEC engine (104kW/141hp) in manual or automatic transFUNCTIONALITY & FORM
mission. The philosophy behind Earth Dreams Technology is to
“To achieve true utility on a compact car, you have to consider deliver an impressive balance between fuel economy and driving
how to make the most of the space in the cabin, which generally performance. The 1.6 i-DTEC engine was designed specifically
also affects the design. Due to the clever platform of the Civic, for the European Market and is built under the same UK rooftop.
we had freedom to optimize the package. The end result is a car The Civic Tourer also features an innovative Adaptive Damper
that has almost a sports-car silhouette.” says Adrian Killham, System which allows the Civic Tourer to remain comfortable durLarge Project Leader, Civic Tourer.
ing highway cruising, yet firm and agile when high-performance
Behind this sophisticated and sporty design is a hidden versatil- handling is required. As with all Honda cars, the Civic Tourer
ity that leads to clever functionality and unrivalled practicality. will deliver a high standard of safety for the driver, passengers,
The Civic Tourer benefits from the same unique center fuel tank pedestrians and other road users in line with Honda’s philosophy
layout used in the Civic 5-door. The fuel tank is located under of ‘Safety for Everyone’. Per model bottom price tags read from
the front seats allowing the Civic Tourer to offer unparalleled €16.990 up to € 26.990.
OKT-NOV 2014
WWW.CXONET.BE
67
BUSINESS MAGA ZINE ON INNOVATION, LE ADERSHIP, STR ATEGY AND VISION
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Committed to Change
Jan Callant
Hoofdredacteur | Rédacteur en chef
Arn Borstlap
Eindredactie | Coördinatie
Sylvie Scherrens
Sales Manager
Veerle Van Aken
Internal Account Manager
Gerda Van Keer
Marketing Officer
Dirk Vackier
Business Relations Manager
Syrinx Verlinden
Secretariaat | Secrétariat
Raad der Wijzen | Conseil
des Sages
Fotogalerij van de leden: p. 8-9
Galerie de photos des membres :
p. 8-9
Uitgeverij – Redactie –
Administratie – Regie |
Maison d’éditions – Rédaction –
Administration – Régie
CxO Europe
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2880 Bornem
Tel.: +32 (0)3 889 52 59
Fax: +32 (0)3 899 03 78
e-mail: [email protected]
internet: www.cxonet.be
Dirk Vermant
Uitgever | Editeur – Directeur
Vision
Focus
Knowledge
Contribution
Results
Veranderingen worden nog te vaak van bovenuit opgelegd aan de rest van
de organisatie. Hierbij wordt teruggegrepen naar vertrouwde methodes,
die vaak onvoldoende effectief zijn. Daardoor komen veranderingen en
innovaties moeilijk van de grond.
Veranderbereidheid is er wel, maar de de manier waarop neemt de
aanwezige gedrevenheid in de organisatie weg. De uitdaging voor menig
CXO is dan ook om het geheel slagvaardiger te maken en alle medewerkers
betrokken en enthousiast te krijgen en te houden.
ViCre is de uitgelezen partner indien u de betrokkenheid van uw medewerkers
in uw organisatie wil verhogen. Onze unieke aanpak resulteert in een
heldere visie, doorgedreven focus, betere samenwerking en grotere
waardecreatie. En uiteindelijk in een perfect geolied geheel waar innovatie
ingebed is in de bedrijfscultuur.
Benieuwd of ViCre iets kan betekenen voor u en uw bedrijf? Wij willen alleszins
graag eens vrijblijvend komen luisteren naar uw ambities en plannen. U kan ons
__________ en wij nemen met u contact op voor een verkennend
mailen op [email protected],
gesprek.
Innovation implemented. Enterprise wide.
vicre.eu
Redactie | Rédaction
Arn Borstlap, Jef Brouwers,
Jan Callant, Karel De Decker,
Jan De Kimpe, Erwin De Weerdt,
Glenn Fredrix, Frans Godden,
Marc Honnay, Dirk Huygens,
Bruno Koninckx, Jan Lagast,
Jean-Luc M
­ anise, Steve Mertens,
Wim Vandenberghe,
Herman Van den Keybus,
Wim Vander Haegen
Fotografie | Photographie
Patrick Van Hoof, Steven Crabbé,
Bert Van Lent
Vertalingen | Traductions
Marc Honnay en BLS
Lay-out | Mise en page
www.propaganda.be
Verantwoordelijke uitgever |
Editeur responsable
Dirk Vermant
Wielstraat 12, B-2880 Bornem
e-mail: [email protected]
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LIJST VERMELDE ORGANISATIES EN BEDRIJVEN IN DEZE EDITIE VAN CXO MAGAZINE
Accel . . . . . . . . . . . . . . . . . . . . . 53
Administri . . . . . . . . . . . . . . . . 35
Ajinomoto Omnichem . . . . . 23
Alcatel Lucent . . . . . . . . . . . . . 50
Alcon . . . . . . . . . . . . . . . . . . . . 23
Altachem . . . . . . . . . . . . . . . . . 46
American Express . . . . . . . . . . 50
Antwerp Management
School . . . . . . . . . . . . . . . 20, 38
Apple . . . . . . . . . . . . . . . . . 28, 50
Argenta . . . . . . . . . . . . . . . . . . 12
Attentia . . . . . . . . . . . . . . . . . . 16
B-Information . . . . . . . . . 22, 23
Barco . . . . . . . . . . . . . . . . . . . . 15
Base . . . . . . . . . . . . . . . . . . . . . . . 4
Baxter . . . . . . . . . . . . . . . . . . . . 23
Belgacom . . . . . . . . . . . . . . . . . 18
BMW . . . . . . . . . . . . . . . . . 26, 27
BNP Paribas Fortis . . . . . . . . . 68
Bosch Bari . . . . . . . . . . . . . 26, 27
Coca-Cola . . . . . . . . . . . . . . . . 45
Cofely Services . . . . . . . . . . . . 60
Commanity . . . . . . . . . . . . . . . 46
Corbus . . . . . . . . . . . . . . . . . . . 31
Creative . . . . . . . . . . . . . . . . . . 18
OKT-NOV 2014
Delhaize . . . . . . . . . . . . . . . . . . 45
Dell . . . . . . . . . . . . . . . . . . . . . . 50
Disney . . . . . . . . . . . . . . . . . . . 50
Dove . . . . . . . . . . . . . . . . . . . . . 48
EFQM . . . . . . . . . . 24, 25, 26, 27
EPP . . . . . . . . . . . . . . . . . . . . . . 47
Facebook . . . . . . . . . . . . . . . . . 28
Faculty Club . . . . . . . . . . . . . . 29
Fiat Chrysler . . . . . . . . . . . . . . 64
Flanders InShape . . . . . . . . . . 46
Fleet Support . . . . . . . . . . . . . . 63
Gartner . . . . . . . . . . . . . . . . . . 50
GDF Suez . . . . . . . . . . . . . . . . . 60
Genzyme Flanders . . . . . . . . . 23
Glaxosmithkline Biologicals .23
Global . . . . . . . . . . . . . . . . . . . . 54
Google . . . . . . . . . . . . . . . . 28, 50
Grundfos . . . . . . . . . . . . . . 26, 27
Honda . . . . . . . . . . . . . . . . . . . 65
HP . . . . . . . . . . . . . . . . . . . . . . . 50
IFMA . . . . . . . . . . . . . . . . . . . . 60
Infineon . . . . . . . . . . . . . . . 26, 27
ING . . . . . . . . . . . . . . . . . . . . . . 32
Intel . . . . . . . . . . . . . . . . . . . . . 18
Janssen Pharmaceutica . . . . . 23
Jobat . . . . . . . . . . . . . . . . . . . . . 16
Kia . . . . . . . . . . . . . . . . . . . . . . 63
Lannoo . . . . . . . . . . . . . . . . . . . 62
Makerbot . . . . . . . . . . . . . . . . . 19
Maserati . . . . . . . . . . . . . . . . . . 64
MasterCard . . . . . . . . . . . . . . . 50
Mavaro . . . . . . . . . . . . . . . . . . . 46
McDonald’s . . . . . . . . . . . . 39, 50
Microsoft . . . . . . . . . . . . . . . . . 18
Mindaware . . . . . . . . . . . . . . . 12
myShopi . . . . . . . . . . . . . . . . . . 45
Nike . . . . . . . . . . . . . . . . . . . . . 50
Nvidia . . . . . . . . . . . . . . . . . . . . 19
One Vision Housing . . . . . 26, 27
Optrima . . . . . . . . . . . . . . . . . . 18
Oracle . . . . . . . . . . . . . . . . . . . . 28
OTM . . . . . . . . . . . . . . . . . . . . . 56
OVAM . . . . . . . . . . . . . . . . . . . 17
Pfizer . . . . . . . . . . . . . . . . . . . . 23
PMS . . . . . . . . . . . . . . . . . . . . . 40
PrimeSense . . . . . . . . . . . . . . . 18
Profiles . . . . . . . . . . . . . . . . . . . 39
Propaganda . . . . . . . . . . . . . . . 58
Rittal . . . . . . . . . . . . . . . . . . . . 51
SalesAssist . . . . . . . . . . . . . . . . 45
Samsung . . . . . . . . . . . . . 42, 44
Schering . . . . . . . . . . . . . . . . . . 23
Showpad . . . . . . . . . . . . . . . . . 45
Siemens . . . . . . . . . . . . . . . 26, 27
Skelia . . . . . . . . . . . . . . . . . . . . 29
SoftKinetic . . . . . . . . . . . . . . . 18
Sony . . . . . . . . . . . . . . . . . . . . . 18
Stepstone . . . . . . . . . . . . . . . . . 36
Studio Dott . . . . . . . . . . . . . . . 46
Subway . . . . . . . . . . . . . . . . . . . 50
Texas Instruments . . . . . . . . . 18
TNT . . . . . . . . . . . . . . . . . . 24, 25
Total Gramma . . . . . . . . . . . . . 49
Umicore . . . . . . . . . . . . . . . . . . 14
Unify . . . . . . . . . . . . . . . . . . . . 44
Val-I-Pac . . . . . . . . . . . . . . . . . 13
Van Duuren Management . . . 62
Vicre . . . . . . . . . . . . . . . . 1, 21, 57
Visa . . . . . . . . . . . . . . . . . . . . . . 50
Vito . . . . . . . . . . . . . . . . . . . . . . 61
Vlerick . . . . . . . . . . . . . . . . 16, 45
Xerox . . . . . . . . . . . . . . . . . 24, 25
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