Leiderschap Fundamentals

Create a path for others to succeed

The obstacles that block a company from reaching strategic and operational goals are numerous and varied. The most common types are initiative overload, the chaos of poorly defined decisions, and persistent and pervasive problems which overburden an organization with the weight of unresolved issues.

Great leaders create a pathway to progress devoid of obstacles which serves as a playbook to shift the company towards a bright future. Building fundamental leadership capabilities around effective issue resolution is essential to ensure the success of an enterprise. Where and how to focus, are key ingredients for future success.

Wat Diagnostiek is

A growth mindset requires a bias for action

  • The power of prioritization

    Doing what matters most and not succumbing to the tyranny of the urgent is the surest path to success. A comprehensive examination of the landscape combined with a clear-eyed focus on what matters most, is crucial for maximizing organizational performance.

  • Making the subjective as objective as possible when driving decisions

    Strengthen the quality of decision making in the enterprise by creating a value-driven model for reviewing and assessing alternatives. Being explicit about what we want, then sharing and reconciling key objectives with other stakeholders ensures the ability to lock in the best-balanced choice.

  • Proactive Problem Management to drive organization resilience

    Increase resilience of the enterprise through problem control activities that build on root cause analysis exercises and documenting known errors and workarounds. Problems must be prioritized based on the risk they pose in terms of probability and impact to operations. Focus should be directed to problems with the highest risk to stakeholder and customer experience.

  • Tipping the balance from problems to opportunities

    The highest performing organizations are forward-leaning. They are geared towards maximizing the value of the opportunities they create through better prioritization and sharper decisions. An organization focused on problems is spending most of the time recovering from the past.

Pave the path to creating leaders

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When the pressure is on, an organization will be judged by how well all teams pull together. This is often because teams and leaders communicate effectively across departmental silos and time zones when they have structured frameworks to follow when the going gets rough , allowing them to solve critical problems and make crucial decisions with speed and accuracy.


Competency should not be relegated to only top leadership. You want leaders throughout your organization who remove obstacles and inspire people to perform.


Kepner-Tregoe processes are at the heart of every great organization.


Let us show you how



The leadership at an oil and gas company recognized that the company’s rapidly evolving IT infrastructure would likely lead to an increase in higher severity incidences. Should the organization be hit with a number of Priority 1 incidences, the potential business loss could amount to millions.


Cost of savings within six months


Quality of information in ticket escalation


The desktop team was rated Top Quartile by an independent audit body and received the Best Team Award. Best Team within the Group award, based on yearly employee feedback.


Increase in closed tickets within ten days


Bij Yanfeng Automotive Interiors worden de werknemers elke dag uitgedaagd om superieure producten te leveren voor 's werelds toonaangevende autofabrikanten. Onderdelen en systemen voor auto-interieurs moeten volgens strenge normen worden vervaardigd om de veiligheid en duurzaamheid te garanderen. De kwaliteit van het productieproces is van cruciaal belang.


ROI verified


Gegenereerd per project


Yanfeng Automotive verwees naar het Problem Solving & Decision Making (PSDM) programma van Kepner-Tregoe. In oktober 2017 hadden 85 van de ruim 130 Yanfeng-medewerkers die in de loop van het jaar de PSDM-cursus hadden gevolgd, hun projecten ingediend en waren ze gecertificeerd. Meer dan 130 gevolgde en afgesloten projecten hadden een gemiddelde per project van $10.000 gegenereerd. Grotere projecten, zoals kostenvermijdingstypes, zijn niet in dit totaal opgenomen.


Deutsche Bank heeft meer dan 78.000 medewerkers, meer dan 2.700 vestigingen in 70 landen en een vermogen van bijna $2 biljoen. Met teams van probleemmanagers op meerdere locaties over de hele wereld, was de uitdaging dat elke silo groep van probleemmanagers verschillende RCA (root cause analysis) en incident management tools gebruikte om incidenten van klanten op lokaal niveau aan te pakken - maar ze slaagden er niet in om het aantal incidenten of de tijd die nodig was om ze op te lossen, te verminderen.


Vermindering van incidenten met klanten


Vermindering in jaar twee


Wat men ontdekte was dat procestraining de moeilijkste uitdagingen op het gebied van probleembeheer in een wereldwijde IT-omgeving oploste. Lees het volledige succesverhaal van de klant, inclusief het tweede succes van een wereldwijde bank.

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