“Successfully solving problems in collaboration is very different from successfully in collaboration achieving new innovations.
They are two sides of the same change coin, with different principles and a different process.”
Ecosystem changes increase the urgency for collaboration and digitization.
Innovations follow each other at high speed. Digitalization is essential to keep up with these developments, not only for your organization, but for the entire chain. What changes are needed and how do we organize that together?
In this dynamic world, collaboration is crucial to create opportunities and develop innovative solutions. In this way, we improve processes and help sectors move forward into the future.
Startingpoint
Two starting points for collaboration; wanting to innovate for new potential, or wanting to solve complex problems.
01/ Ecosystem
Map your ecosystem around your task. Who and what are in it? Who do you have relationships with? How do other initiatives affect your organization? Which direction is your ecosystem moving towards?
02/ Potential
Where is new potential that you could develop in collaboration? And who do you want to involve? What role do you want to take on?
03/ Impact
“More of the same” just leaves everything that is in place. So how do you break with this pattern and take a different path with your collaboration? What are you willing to do to get support from others?
Working together is something I enjoy doing myself
When necessary, I will gladly call on the assistance of fellow consultants. I am also affiliated with the following organizations:
Consulting and support
What I do.
Sectors and organizations working together on innovation and digital transformation face complex challenges. It’s not just about the collaboration itself—but also about the dynamics between the organizations involved.
I support organizations in shaping and strengthening these collaborations. My approach goes beyond just technology or strategy; I also bring an organizational change perspective. I look at how people and systems interact, analyze recurring patterns, and consider the wider ecosystem they operate in.
I offer support in three main ways:
Through research and consultancy;
By co-developing strategy and design for collaboration and digital transformation;
And by guiding change processes to help embed innovation within the organization.
I believe in the power of shared learning. When we exchange experiences and insights, new perspectives emerge. I encourage organizations to look not only at their internal processes but also at the impact they have on their surroundings. This broader view helps spark innovative solutions that go beyond the usual approaches.
Research and consultancy
Good advice starts with understanding the current reality. What have we built together? What’s working—and what isn’t anymore? It’s not about past plans but about what’s actually happening now. My research and consulting work focuses on:
- The internal needs of an organization, especially when there’s a drive for renewal or a desire to collaborate externally;
- The interactions between organizations—for example, when tackling digital transformation together or when long-standing partnership challenges need new solutions;
- The collaboration itself: How are we working together? And what matters most right now?
The outcomes provide guidance and frameworks for decision making, changing directions, or discovery of new opportunities.
Strategy and design
Most organizations want to collaborate well—but designing and facilitating that collaboration is often challenging. It takes intentional choices:
- What are we willing to commit to?
- What’s already happening now? Who do we want to work with—or not?
- What common views, interests or tensions are at play?
This is a process of co-designing, testing, reflecting, and learning—again and again. This is how we build mutual trust and prepare ourselves for the moments when things become more difficult.
Whether you end up formally collaborating or not, these sessions are always valuable. Organizations that involve their broader environment and ecosystem in strategic thinking are more agile and resilient. And today’s most disruptive innovations increasingly emerge from cross-organizational ecosystems—not from isolated efforts.
Change management
The hardest part? Not the ideation phase, but making sure that the results of your efforts stick and make a lasting difference. That’s often where things get complicated: resistance shows up, interests clash, and questions about influence and power arise.
The key here isn’t to try to “fix” people. The real leverage lies in changing the context in which people operate. When the environment shifts, behavior often changes naturally.
We’ll take a close look at the goal and the current ‘rules of the game’ or ‘patterns’ around it. Together, we identify what’s holding things back—and find ways to shift those patterns. This creates space to focus on what really matters: value creation. For your organization, for your partners, and for the impact you want to make in your ecosystem.