Curriculum
Vitae
Prof.
Dr. J. (Hans) STRIKWERDA
Junolaan 19
NL-5632 AP Eindhoven
The Netherlands
+31 6 81 15 47 13
email:
j.strikwerda@uva.nl
General:
Hans Strikwerda is an
international expert on the organization of multinational and other complex
organizations, esp. their internal governance. His expertise especially focuses
on re-designing organizations and their strategies due to fundamental changes
in their environments, market structures, technologies, consumer preferences. He
is familiar with the new practices and principles of the executive process and
organization as pioneered by leading forms and institutions, its back ground
and how to implement these new practices in other firms. Prof. Strikwerda has a
solid track record of proven innovative solutions, based on in depth knowledge
of both organization and management theory and on empirical developments. Prof.
Strikwerda made a solid, empirically proven as yet path finding contribution to
the field of organization design. As the Director of the Nolan Norton Institute
Dr. Strikwerda carries out research in the field of internal governance and
other topics of organizational processes. Prof. Strikwerda is a publisher and a
professor in organization and organizational change at the University of
Amsterdam. In addition to that Prof. Strikwerda publishes on new developments
in the field of new organizations, governance, strategy and management consulting.
He teaches in executives courses and in courses for members of supervisory
boards.
Employment
Experience
(1979 to Present)
Februari 2006 – September 2013:
Partner, executive management consultant
with Nolan, Norton & Co. B.V., Zeist, the Netherlands, Director of the
Nolan Norton Institute
Responsible for the acquisition and
execution of consulting assignements (cases are in the energy industry,
electronics industry, chemical industry, government, non-profit (care, education).
Responsible for innovation of concepts
for leadership (business administration, corporate governance, internal
governance), strategy and organization, change & implementation processes,
in relation to the changing nature of assets, products, markets, people and
society.
September
1999 – present:
Parttime professor of organization and
change at the Amsterdam Business School of the Universiteit van Amsterdam.
November
1994 to 2006
Executive
Management Consultant with Nolan Norton & Co., Fellow of the Nolan Norton Institute
Responsible
(professionally and managerial) for assignments acquired and completed:
á
Consultant to leading
retailer on strategies in the Northwest-European retail market
á
Consultant to
multinational in chemicals on its internal organization and outsourcing
á
Consultant to the
Ministry of Economic Affairs on the organization of the Dutch energy market
á
Consultant to
multinational in chemicals on new economic models
á
Consultant to multiple
ministries on their internal organization
á
Consultant on the
national organization of the Dutch police
á
Leader of a study on
costs and benefits of a wide application of open source software and open
standard in the Dutch public sectors
á
Consultant to logistic
service provider on strategies in the European postal market
á
Consultant to
joint-venture in international public transportation on its internal organization
á
Consultant to Fortune
500 CEO for high level strategy issues
á
Member of committee to
review plans for government shared service center, reporting to the Dutch
government;
á
Contributions to
government study on contestability of Dutch postmarket;
á
Consultant to a
European nich player in asset management on its strategy;
á
Consultant to one of
the worldÕs largest pension funds on its system of internal governance (in
cooperation with the legal firm De Brouw-Blackstone);
á
Consultant to
investment bank on their internal governance system
á
Consultant to the
consultants of NNC in their assignments of leading Dutch firms and public
institutions
á
Consultant to an Asian
based MNC with respect to the redesign of its global organization
á
Consultant to a
leading Dutch bank with respect to leadership, its role in society and its
consequences for its operating model and governance system.
á
Consultant to a
pension funds with respect to the organization of its operations and its
governance system.
á
Consultant to a
leading global electronics firms on its governance system in view of the new
economy. For the same company: designing a global sales organization to anticipate
the new requirements in the converging consumer electronics industry, EDP,
telco and automotive industry. For the same company: consultant on incubation
and new start ups.
á
Assigned by the Dutch
minister of economic affairs to assess Twinning Holding B.V.
á
Consultant to a
Fortune 500 company on its global organization, its e-commerce strategy
(including an e-commerce related organization development project) and the
consequences for this company (strategy, business economics, governance system
and management processes) of the growth of embedded software.
á
Senior expert
consultant to consultants who are working for various projects in the financial
services, trade organizations and transportation.
á
Consultant to a group
of venture capitalist on writing a business plan for an innovative
entertainment firm in Western-Europe, including its governance, and its
strategic positioning, the latter including a strategic analysis of a number of
converging consumer markets;
á
Consultant to a number
of banks in and around Amsterdam, associated in one of the largest financial
institutions in The Netherlands, on its future structure, esp, its distribution
policy;
á
Consultant to the
Royal Dutch Academy of Arts and Sciences on its internal governance and
management processes;
á
Consultant to the
largest financial institution in The Netherlands, a.o. for the organization of the coordination of its
activities in W-Europe, international cash management, treasury and corporate
management in general;
á
Consulted a small
software company (embedded software) on its strategy and business planning;
á
Consultant to the
Board of the Technical University Delft, for its governance and organization
strategy;
á
Consultant to the CEO
of an airline carrier on alliance governance, and its group structure;
á
Writing of a report on
the organization of W-European multinationals, an assignment of a bank in
Tokyo;
á
Consultant to the
Executive Vice-President of an air cargo division on its organization structure
and management processes;
á
Consultant to a
multinational business unit in lighting electronics and gear (HQ Chicago) for
its global organization and its European organization, and for its worldwide
strategy;
á
Design and detailed
specification of the governance model of a multinational company in
semiconductors, including the organization of its largest site (4000 workforce,
Dfl 4 billion capital investment.) and its German site (drafting the overall
management charter, the charter for the largest site and the co-determination
charter for that site).
á
Consultant to the Board
of a company for exhibitions, fairs and special events on its group structure,
management processes and operational integration of subsidiary companies;
á
Consultant to the
Director of a public transportation infrastructure company on its management processes,
which included a solution how to measure the output of this company.
á
Consulted to a
multinational electronics company on how to organize for the future, including
a study on future types of multinational companies. Recommendations have been
accepted have been implemented;
á
Consulted on the
integration of an US acquisition by an European company of security equipment;
á
Designed etc. the
management structure for South America of an electronics multinational;
á
The redefinition and
implementation of the corporate structure of a multinational company in the
business of domestic appliances and personal care;
á
The design of the
European organization for marketing and sales of the same company;
á
The design of the
role, responsibilities and relations of the Asia Pacific Headquarters in
Singapore of a multinational in the electronics industry (recommendations have
been accepted by its Board of Management are implemented);
á
The design for the
governance by a holding company of a newly acquired operating company in the
business (mainly European market) of integrated systems for utility buildings
(the assignment included the merging of three separate operating companies);
á
The redefinition of
the strategy of the same operating company, (including the required quantitative
and qualitative market research and redefinition of its market.)
á
Consulted to the
senior management of a Dutch based multinational consumer retailer on its
corporate structure;
á
Consulted to the Dutch
Police on process oriented ways of working;
á
Consulted to a Dutch
based computer software & services company on its management processes;
á
Consultant on the
merger of two industry-organizations;
Other:
á As
a strategy expert involved in redefining KPMG's strategic direction (1996)
á Member-secretary
(and expert) of a committee assigned by the Board to redefine the corporate
governance, internal governance and operational model of KPMG Holding N.V.
á Nolan
NortonÕs expert on corporate management, internal governance, corporate change,
corporate level strategy and business planning.
April 1993 to November 1994 Nederlandse Philips Bedrijven B.V.
Senior
Management Consultant
á Reported
hierarchically to Mr. A.W.A. de Haas, member of the Board of Nederlandse
Philips Bedrijven B.V. & Director Industrial Relations and General Affairs.
Reported functionally to Dr. K.L. Volkholz, Corporate Director of Planning and
Strategy of Philips Electronics.
á Consultant
with the Corporate Legal Structure Committee (principals: Mr. T. Meijer, Member
of the Group Management Committee, and Dr. K.L. Volkholz). This work resulted
in a report endorsed by the Board of Management of Philips Electronics and
recommendations on Philips' corporate structure, managerial, legal, financial
and fiscal, for Western Europe. The assignment included assisting management of
a number of Product Divisions to redefine and/or improve their PD-corporate
structures.
á Carried
out a benchmark study on corporate structures and internal governance with a
number of leading multinationals.
á Consulted
on restructuring and reorganizing all human resource management related
departments of Philips in The Netherlands, recommendations have been implemented.
á Project
manager on a survey conducted with all Philips subsidiaries (120) in Holland on
issues related to collective labor contracts, analysis accepted, have been be
followed up.
á Consulted
on opportunities to down size staff in support departments.
Consulted the Director of Philips Display Components Europe (turnover appr.
Ä 3 bln) on the corporate structure of his organization. This resulted
into a more simple corporate structure which is more efficient and
effective in coordinating its operations.
á In
cooperation with the chief strategist of Philips (Dr. Volkholz) and the chief legal officer (Prof. Dr.
Raaijmakers), consulted the Board of Philips with respect to changes in
role of the Board, relations between the Board and Philips' Product Divisions,
and other aspects of governance of Philips. The recommendations have been endorsed
and implemented by the Board Philips
Electronic Charter.
á Consulted
the Director of Philips Passive Components (turnover appr. 1 billion Dfl.) on
the corporate structure of his European organization. The project included detailed
analysis of the structure of his market, especially on the demand side. The
project included developing the market strategy of this business unit.
December 1990 to April 1993 Philips International B.V.
Senior Management
Consultant
á Reported
to the Director of Corporate Organization & Efficiency.
á Co-author
of report to the Board on relation between the Board and operations in Pacific
Rim Area on basis of extensive interviews in that area.
á Consultant
to reorganization of the business unit Display Components, the world leading
manufacturer of color TV tubes, from a world-wide functional organization to regional,
integrated units
á Consultant
to reorganization and reducing operating costs of securities department of
Corporate Finance.
á Drafted
charter for authorities and responsibilities of subsidiaries in smaller
countries, which was made effective by the Board January 1, 1992.
á Redesigned
new administrative structure -implemented- of multi-plant site.
á Assisted
Task Force Corporate Governance in drafting overall principles for corporate
structure and style of management for the Philips Group.
á Participated
in McKinsey-Philips team assigned by the Board to review the strategy,
organization and operations of the division Industrial Electronics -operating
world wide-, resulting in accepted and implemented recommendations.
á Consultant
to the Management of Philips Industrial Electronics International to transform
this former division, which was considered to be liquidated, into a holding company
with 14 operating companies (operating worldwide), which is now a house of
growth. In this assignment a new concept for Management Charters was developed
and applied, which is now an exemplar within the Philips Group.
á Member
of Coopers & Lybrand - Philips team which analyzed the cost structure and
cost drivers of marketing & sales organizations in ten European countries
of Philips Consumer Electronics Europe (Ä 8 billion turnover). Resulted in 30%
cost reduction.
á Consultant
to the Task Force Eastern Europe.
á Consulted
the management of Industrial Electronics on the divestment decision of an
Operating Company.
á Member
of McKinsey-Philips team to analyze audio business (part of Philips Consumer
Electronics) and to develop options for Philips in the audio-business.
á Designed
the corporate structure of Philips Consumer Electronics Europe.
April 1988 to December 1990 Philips Lighting B.V.
Senior Business Consultant
á Reported
to Director of Organization & Efficiency and Information Systems of Ä 7
billion world leader in lighting.
á Reorganized
largest incandescent lamp factory. Involved in reorganization Philips Lighting
Mechanization Department.
á Consulted
to technical and marketing experts how to improve cooperation and to share
entrepreneur ship.
á Consulted
on developing and implementing business plans for high intensity discharge and
fluorescent lamps (turnovers ranging from Ä 500 million to Ä 1.7 billion).
á Consulted
to executive committee how to improve their effectiveness. Consulted on
projects to launch new lamps and to shorten time-to-market.
á Consulted
on simplifying control loop for logistics, implementation resulted in transparent
responsibility, better stock control and improved logistic services.
á Managed
project to study and simplify relation between factories and headquarters,
including simplified management information system.
á Consulted
on reorganizing the Lighting Application Department.
á Assisted
in redesigning corporate structure of Philips Lighting.
May 1987 to April 1988 Dutch Ministry of Economic Affairs
Senior Staff Member
Reported to Director for Manufacturing
and Heavy Industry. Responsible for policy on the electrical and
electronics industry. Representative in negotiations with European Commission
and foreign governments on High Definition Television, government support for
Philips-Siemens cooperation on developing new generations of chips. Case officer
for subsidized projects in the electronics industry (subsidies amounted up to Ä
400 million).
February 1986 to May 1987 Nederlandse Philips Bedrijven B.V.
(on
detachment to)
Consultant and lecturer
Member of project team (OIT) to educate
and train Philips' employees and management in information technology.
Designed courses and seminars. Lectured to over four hundred managers on
computer resource management. Consulted on Computer integrated manufacturing.
Managed project to forecast Philips demand for computer and software
specialists and to evaluate job content in relation to remuneration system.
This resulted in lowering intake of specialists and timely building of the OIT
project, thus saving Philips substantial costs.
February 1984 to February 1986 Dutch Ministry of Economic Affairs
Head of department for Productivity and
Management Policy
Reported to Director for General Industry
Affairs. Responsible for defining government programs to improve productivity
and management practices in Dutch industry, and -after approval by the
Minister- carrying out programs. Cooperated closely with leading experts on
e.g. logistics, management, productivity etc. Close cooperation with representatives
of Dutch manufacturing industry and universities. Responsible for granting
subsidies and controlling subsidized projects (total budget appr. Ä 50
million). Contributed substantially to policy, strategy and execution of the
National Program on Information Technology.
December 1980 to February 1984 Dutch Ministry of Social Affairs
Staff member
Reported to Head of Department of General
Labour Affairs. Responsible for defining government policy on job enrichment in
Dutch industry. Responsible for judging requests for grants and controlling
subsidized projects (total budget Ä 4.75 million). Trained officers of Dutch
Labour Inspectorate on consequences of information technology on quality of
work, including assisting in field work on pertinent cases. Represented the
Minister in cases of appeal with respect to subsidies. Various contributions to
government policy on quality of work.
June 1980 - December 1980 Self Employed
Conducted research for a copy writer on
application of micro-electronics industry on basis of which a booklet,
commissioned by the Ministry of Economic Affairs, was written to stimulate
small manufacturing industry in Holland to switch to micro-electronics in their
products.
Wrote report on
experts discussion on the future use of computers, published in a book:
"Automatisering wat willen wij ermee", edited by Dick Overkleeft.
Co-author and co-editor
of distant learning course (TELEAC: "Micro-electronics in business"),
via television, radio, book and correspondence on question and answers, on
application of micro-electronics technology in business. Activities included
defining objectives, outline, research, writing -10 out of 20 chapters,
especially on managerial and organizational aspects- and editing the
book, writing scripts for ten television broadcasts, interviewing on television
managers, end-responsibility for content for television programs.
April 1979 - June 1980 Dutch Ministry for Science
Assigned to a Government Advisory Group
on the implication of micro-electronics for the Dutch economy. Conducted
research, extensive interviewing, drafted parts of the final report. Proposed a
change in the Academic Statute with respect to education in information
technology and computer science, which was accepted by the government. Proposed
policy on consequences of information technology with respect to quality of
work, which later on has been implemented.
Wrote white paper on consequences of new information technology for the
education and training in the Netherlands for the Director of Science Policy.
Wrote research
agenda for the National Program for Strategic Labour Market Research with
respect to consequences of information technology.
Field
of expertise
Corporate Management, Internal
Governance, Business Policy, Corporate Strategy, Business Strategy; for this I
developed the concept of the Management Charter as a tool to decide and to
specify corporate structures and management processes, this concept is successfully
applied in app. 30 cases, varying from companies with a turnover of Dfl 10 mln
to Dfl 60 billion. With it goes an in depth knowledge of new emerging corporate
structures, management processes, organizational design etc.
á
Designed and run a
course on the role and contribution of management consultants in developing and
implementing strategies with clients.
á
Organized the NNC
Summer course 2001, on Strategic Supremancy, with Prof. Richard DÕAveni of the
Amos Tuck School, USA.
á
Issued with J. Dubel a
staff paper and related course for KPMG professionals on Business Analysis, is
responsible for training KPMG professionals in this subject.
á
Issued a staff paper
(available for third parties) on an overview of models for developing strategy,
based on a model to diagnose for type of strategic problem
á
Issued a staff paper
and related course for KPMG professionals on Internal Governance (Corporate
structures, corporate management processes, headquarter design, etc) and is
responsible for training KPMG professionals in this subjects, supervises all assignments
on this subject.
á
Wrote extensive paper
for internal and external training on roles in management consulting and
conducts master classes on this.
Other
Member of the Advisory Council of VTOI, the
society of members of supervisory boards of educational institutions.
Member of the Curatorium of Stichting
Maatschappij en Onderneming, The Hague.
Professor (as of September 1, 1999)
on the chair Organization and Organizational Change, University of
Amsterdam, Faculty of Economics and Econometrics.
Contributor to journal Management Consultant
(Kluwer), member of the Editorial Board ( till December 2012).
Lecturer
at the Webster University (Leiden campus), on Computer Resource Management and
Management Systems (January 1986 to December 1987).
Lecturer at SIOO (goverance of organization and
change)
Lecturer at the European MBA for the Financial
Services and Insurance Industry, 2002 (Frankfurt).
Received the Professional Publication Award 1998 of the Dutch Association of Management
Consulting Firms.
Professional
affiliation
Certified
Management Consultant, member of Dutch
Society of Organization Consultants.
Member of Dutch Society for Strategic
Management, member of the Board 1996-1998;
Education
Catholic University
Tilburg (1990 to May 1994)
Ph.D. thesis on new foundations of and insights
in organization processes to renew consultancy processes (Organisatie-advisering, Wetenschap en Pragmatisme, supervisor:
Prof. Dr. J.B. Rijsman).
Graduate School of
Management Delft (June 1979)
Degree: Doctorandus (equivalent of MBA)
Major: Organization Development
Minor: Government administration
Thesis: "Organization of the Administration of the Dutch Social Security
from an Organization Development Perspective"
State University
Groningen (June 1976)
Degree: "Candidaats examen"
First Major: Applied mathematics including mechanical
engineering and computer science
Second Major: Applied physics
Publications
and papers
Together with M. Stevens, course book: Micro-electronica
in bedrijf, Utrecht: TELEAC, 1981.
Together with M.Steven, design and writing of
the TV-course Micro-electronica in bedrijf, TELEAC, 1981
Paper published in Informatie & Informatiebeleid:
"Informatietechnologie als management-techniek" (Vol. 3, October
1986) [ Published as ÒInformation Technology as a Management TechniqueÓ, Systems
Review, Spring, 1987].
Case published "TL-D and color 80" (on a production allocation
dilemma of Philips Lighting at the introduction of the new fluorescent tubes),
Open University, Heerlen, 1991.
Paper published in Doelmatig bedrijfsbeheer:
"Twee snelheden in de Bedrijfskunde" (March 1992) (On two velocities
of innovation in business administration and industrial engineering)
Paper presented at international Philips
conference: "Organization Structures: How to Make Them Simple and
Clear", Proceedings 11th
O&E-fair, Philips, March
1992
Paper published in M&O,
Tijdschrift voor Organisatiekunde en Sociaal Beleid: "De Organisatie-adviseur:
vakman of ideoloog?" (The Management
Consultant: Craftsman or Ideologist?), September-October, 1992.
Lecture: "Kunnen
veranderingsprocessen worden gestuurd of niet? (Can
change processes be managed or not?)", MBA-course Catholic University
Brabant, Tilburg. October 1993.
Participated in the conference: Realities and Relationships—Social
Construction in Therapy and Organization Development (Taos NM USA, Taos
Institute, Houston-Galveston Institute, cosponsored by Weatherhead School of
Management and Case Western Reserve), initiated and conducted an open space
discussion (recorded and published as part of my thesis) on social construction
in organization theory.
Lecture: "The End of Organizational
Behavior", MBA-course Catholic University Leuven, Belgium, February 1994
Paper presented at an international Philips
conference: "Process Management", Proceedings
12th O&E-fair, Philips Electronics, April 1994.
Co-authored with Fred Bok, CEO of Philips
Industrial Electronics International B.V., Philips Electronics internal paper
on Process Management. (On the organization of multi-product-single
business firms.)
Paper published in Holland Management Review,
"Het einde van de business unit", (The End of the Business Unit),
November-December, 1994.
Lecture: ÒManage je business, niet je unitÓ and ÒNieuwe inzichten en opvattingen
over de rol van een holding/hoofdkantoorÓ including a role-game on this subject
I developed and have facilitated, Bedrijfskundedag Vereniging Nijenrode
Executive MBA, June 1, 1995.
Paper: ÒWitte vlekken in onze kennisÓ
(On uncovered areas in the knowledge with respect to designing organizations)
NVAM/TUE (Nederlands-Vlaams vereniging van bedrijfskunde hoogleraren/Technische
Universiteit Eindhoven)Workshop Organisatiestructuurontwerp, 22 juni 1995.
Participated in the conference Global Leadership (October 11-14, 1995)
Taos NM USA, Taos Institute, Houston-Galveston Institute, cosponsored by Weatherhead
School of Management and Case Western Reserve), presented a paper on The practical use of social constructionism.
Paper: co-authored with Pim Roest in Holland
Management Review, ÒOndernemen zonder onderneming, Organisaties van de
21ste eeuwÓ Nr. 46, 1996.
Paper: BKVisie:
Management-instrumenten, stijl of inhoud? (Tools
of Management, Style or Content?) Vol.
1, April 1996.
In Management Consult in Bedrijf,
Vol. IV.3: ÒHeldere bestuurlijke verhoudingen door een Management CharterÓ,
Deventer: Kluwer, 1996. (On Internal
Governance)
Paper: From Corporate Governance to Internal
Governance, seminar on the role of the Board, Noordwijk aan Zee, October
1996.
Chapter: ÒZinvolle
organisatiestructurenÓ, in: A.I.V.-Informatietechnologie, Samson, 1996.
Presented paper Social Constructionism and Management Consulting at conference Organizing in a Multi-voiced World,
Leuven, Belgium June 4-6, 1997. (European Institute for Advanced Studies in
Management, Catholic University Leuven).
Co-authored with Prof. Dr. J.E. van Aken: ÒDe
onbewuste organisatieÓ, M&O, August, 1997.
Article: ÒGeen Corporate Governance zonder
Internal GovernanceÓ, Nijenrode Management Review, 1/3, 1997. This publication was awarded the
Professional Publication Award 1998 by the Dutch Association of Management
Consultancy Firms.
Article: (co-authored with J.M. de Vries): ÒDe
markt na 2000: van distributiestructuren naar machtsstructurenÓ, Nijenrode
Management Review, No. 5, july-august 1997.
Lecture: Profielen
van het organisatie-advieswerk, lecture 5: ÒThe case Electrotechnics Inc.
University of Amsterdam, Faculty of Sociology, January 27, 1998.
Article: ÒOndernemingsbestuur in Nederland: Van
bedrijf naar concernÓ, Nijenrode Management Review, No. 8,
January/February, 1998. Research Memorandum
(with M.M.J. van Hest, student): Ondernemingsbestuur
in Nederland, Nolan Norton Institute, 1998. (Results
of an original empirical study).
Paper: ÒOrganisaties
vergelijkenderwijsÓ, vergeleken met de praktijk, Forum Organisatie-studies, SISWO,
Amsterdam, March 25, 1998.
Paper: (with J.E. van Aken) to the EGOS 14th
colloquium, Maastricht, June, 1998, The
unconscious organization, on resistance to transformation.
Paper: ÒHet Management CharterÓ, Nijenrode
Management Review, No. 11, Juli-Augustus 1998. This publication was nominated for the Professional Publication Award
1999 by the Dutch Association of Management Consultancy Firms.
Chapter: ÒThe network spectrum: Entrepreneuring
in a Network EnvironmentÓ, in: H. van der Zee (ed.), Business transformation in a networked world. Amsterdam:
Addison-Wesley Longman, 1999.
Key note address: Consumer Electronics or Electronic Consumers, paper on the
strategic implications of electronic commerce, for senior marketing and product
managers of Philips Electronics, CE EMEA, Utrecht, January 16, 1999 and for
Philips dealersÕ conference in Dublin, Ireland, February 2, 1999.
Lecture at Katholic University Nijmegen: Organization theory, case study KPMG,
February 23, 1999.
Paper: De betekenis van Peter F. Drucker, in het bijzonder voor de
organisatie-adviseur, OOA-lezingen cyclus (in cooperation with SISWO),
Leusden, Netherlands, March 3, 1999. (Paper is filed
on their request with the Peter F. Drucker Foundation in USA).
Lecture at the Erasmus University Rotterdam, Strategic Management, some observations of a
practitioner, March 29, 1999.
Book: Het ontwerpen van een organisatie: de concernstructuur. Amsterdam:
Financial Times/Prentice Hall, 2000.
Book (co-editor with Han van der Zee): (2000) Changing Business Designs for the 21st
Century, Amsterdam,
Addison-Wesley. Co-author of following contributions: Introduction, The transformation of Commerce, New concepts of
leadership, The role of ICT in corporate strategy and management, Governance
issues and models, sole author of The
changing change concept: creative destruction.
Address University of Amsterdam: ÒInternal
Governance als vraagstuk van moraliteitÓ [Internal Governance as an issue of
morality]. To be published by the university.
Inaugural address University of Amsterdam: Internal governance: Leiding en organisatie
in de nieuwe economie.
Amsterdam, Amsterdam University Press, 2000. English version: http://www.consultanthotpages.com/review/Strikwerda%20-%20internal%20governance.htm
Article: ÒDe Nieuwe Economie:
Implicaties voor Organisatieontwerp en informatievoorzieningÓ, Praktijkgids De Controller &
Informatiemanagement, afl. 29. (december
2000), also published in M&I.
Address: ÒInternal Governance & Corporate
GovernanceÓ First European Conference on Corporate GovernanceÓ Brussels,
November 16-17, 2000.
Article: ÒE-commerce related management of
changeÓ at http://www.consultanthotpages.com/review/emanchange.html March 2000.
Article: ÒManagement Consultancy in de Nieuwe
EconomieÓ at: http://www.consultanthotpages.com/ecom/deel1.html May 2000.
Article:
ÒManagement Consultancy in de nieuwe economieÓ in: Management en Organisatie, Vol. 54. No. 5/6, pages 174 – 197.
Article: ÒDe organisatieadviseur,
professionele of zakelijke dienstverlening?Ó, MAB, 74/12 (2000), p. 553-559.
Book (Co-editor with Han van der Zee). 2001. Capturing Value in the New Economy.
Amsterdam: Finacial Times/Prentice Hall. Specific contributions: Ch. 1 ÒWhatÕs
new about the new economy and what isnÕt?Ó
and Ch. 9. (with Saskia de Ridder) ÒExit considerations, exit types and
exit strategiesÓ.
Strikwerda, J. 2001.
ÒNieuwe-werkende-organisatievormenÓ. Holland
Management Review, 18(77): 8-22.
Strikwerda, J. 2001. ÒDe rust van
businessmodellen en de snelheid van business designsÓ. Holland
Management Review, 18(80): 8-21.
Address: ÒEmployee Shareholder: Shareholder or
StakeholderÓ The Conference Board European Congress on Corporate Governance,
Amsterdam February 8, 2001.
Paper: An entrepreneurial Model of Corporate
Governance: Devolving Powers ot Subsidiary Boards, 4th
International Conference on Corporate Governance and Direction, Henley Management
College, UK, 15-17 October 2001. Strikwerda, J. (2003). "An entrepreneurial
model of corporate governance: devolving powers to subsidiary boards". Corporate
Governance, 3(2): 38-57.
Paper: A Market for Corporate Governance
Systems, EFFAS/DVA-conference Berlin, Sept. 5-6, 2001.
Brouwer, S., & Strikwerda, J. 2002.
ÒSocial CapitalÓ. In J. T. M. v. d. Zee, & J.
Strikwerda (Eds.), Managing the Paradox of Growth. Groningen: Gopher.
Strikwerda, J., & Zee, J. T. M. v.
d. 2002. ÒNew Strategic DilemmasÓ. In J. T. M. v.
d. Zee, & J. Strikwerda (Eds.), Managing the Paradox of Growth.
Groningen: Gopher.
Strikwerda, J. 2002. ÒBusiness models, business
designs and profit modelsÓ. In J. T. M. v. d. Zee, & J. Strikwerda (Eds.), Managing
the Paradox of Growth. Groningen: Gopher.
Strikwerda, J., & Rijnders, D. P.
M. 2002. ÒWhat is happening to management
control?Ó In J. T. M. v. d. Zee, & J.Strikwerda (Eds.), Managing the
Paradox of Growth. Groningen: Gopher.
Strikwerda, J., & Wely, E. J. M. v. 2002. ÒA
new code of changeÓ. In H. T. M. v. d. Zee, & J. Strikwerda (Eds.), Managing
the Paradox of Growth. Groningen: Gopher.
Strikwerda, J. 2002. ÒWat is
ondernemingsbestuur?Ó MAB, 76(1/2): 54-64.
Strikwerda, J. 2002. ÒNieuwe grenzen
aan beheerste organisatieverandering Ò. Holland
Management Review, 19(84): 32-43.
Strikwerda, J. 2002 ÒPostmodernisme, postmoderne
organisaties, en implicaties voor management controlÓ, Universiteit van
Amsterdam, verdiepingscollege handel en industrie, gepubliceerd op: www.managementconsult.nl
Strikwerda, J. 2002. "Strategic Supremacy
in a Network Economy". In J. T. M. v. d. Zee, & J. Strikwerda (Eds.), Creating
Futures, Step by Step: How to think and act strategically in times of economic
uncertainty. De Meern-Utrecht: Nolan,
Norton & Co.
Strikwerda, J. (2003). "Postmodernisme, postmoderne
organisaties en implicaties voor management control". MAB, 77(5):
242-250.
Strikwerda,
J. 2003. "An entrepreneurial model of corporate governance: devolving
powers to subsidiary boards". Corporate Governance, 3(2): 38-57.
Strikwerda,
J. 2003. The need for institutional change as prerequisite for economic
growth. Paper presented at the Conference: Strategy, alliances, vulnerability
and trust, Groningen.
Strikwerda, J. 2003. Nieuw spel, nieuwe regels voor
het bedrijfsleven? Paper presented at the BIG Congres: Een zaak van
vertrouwen, Groningen.
Strikwerda, J. (2003). Shared Service Centers: van
kostenbesparing naar waardecreatie. Assen: Van Gorcum - Stichting
Management Studies. (5nd printing). This book was awarded the 2005 ROA Best
Professional Publication-Price.
Strikwerda, J. 2004. Ò
The logic of the operating model under changing scarcities and new
technologies: An exercise in the foundations of business administration?Ó Paper presented at the Amsterdam
graduate Business School Theory Seminar, Amsterdam. This paper may be
downloaded for free from:http://ssrn.com/abstract=719984
.
Strikwerda,
J. 2004. "Shared Service Centers: hoe weerstanden bij de invoering daarvan
te overwinnen". Holland Management Review, 21(95): 46-53.
Strikwerda,
J. 2004. "Policy Governance: Bestuur en Toezicht voor instellingen voor
hoger onderwijs". Tijdschrift voor Hoger Onderwijs & Management,
11(3): 15-21.
Strikwerda, J. 2004.
"Shared Service Centers en Control in de Publieke Sector". Tijdschrift
voor Public Control, forthcoming- geaccepteerd.
Strikwerda,
J., & Rijnders, D. 2004. Macchiavelli in Europa: Effecten van
Asymmetrische Liberalisatie in de Europese Postmarkt: 80 p. Utrecht: Nolan
Norton Institute, studie in opdracht van TPG-Post.
Strikwerda,
J. 2004. "Organisatievormen en intern beheer". In A. D. Bac, A. J.
Bindinga, J. C. A. Gortemaker, H. C. Kocks, & P. Wallage (Eds.), Handboek
Accountancy, Vol. C 1040: 1-36. Deventer: Kluwer.
Strikwerda,
J., Starre, D., Swierstra, H., & Zee., J. T. M. v. d. 2004. Kosten en
baten van een brede toepassing van open standaarden en open source software in
de Nederlandse publieke sector. Onderzoek in opdracht van (via de stichting
ICTU, Programma OSOSS) de Ministeries van Binnenlandse Zaken en
Koninkrijksrelaties en van Economische Zaken: 96 p. Utrecht: Nolan Norton
Institute.
Strikwerda,
J., & Rijnders, D. 2005. "Possible End Games in
the European Postal Market: Qui Bone?" In M. A. Crew, & P. R.
Kleindorfer (Eds.), Regulatory and Economics Changes in the Postal and
Delivery Sector. Amsterdam: Kluwer Academic Publishers.
Strikwerda, J. 2005. Growth,
Governance and Organisation: On power strategy and modular organisation. Assen-Utrecht: Van Gorcum – NNC
Strikwerda,
J. 2005. "Shared service centers en gemeenten". Openbaar bestuur,
15(4): 28-31.
Strikwerda,
J. 2005. "De marginalisering van change management". Holland Management Review, 22(101): 17-31.
Strikwerda, J. 2005. To
be or not to be: in control, Controllers Magazine, Vol. 19: 4; Page
38-42.
Strikwerda,
J. 2005. "Goed bestuur van onderwijs: Principes voor educational governance".
In F. H. J. G. Brekelmans, P. W. A. Huisman, & J. M. M. v. d. Ven (Eds.), Educational
Governance - Symposiumbundel Nederlandse Vereniging voor Onderwijsrecht 2004,
Vol. 24: 17-34. Den Haag: Sdu.
Strikwerda,
J. 2005. "Innovatie van organisatievormen". Management Executive, 3(5): 44-49 + pdf (30p) op www.kluwermanagement.nl.
Volkers,
J. C., Huitema, G. B., Strikwerda, J., & IJsbrandy, C. M. 2005. Van
waardeketen naar waardenetwerk: oplossingen voor de organisatie van de
Nederlandse energiemarkt (Rapport geschreven in opdracht van de Directie
Energiemarkt van het Ministerie van Economische Zaken): 110 p. Groningen:
Stichting Energy Valley.
Strikwerda, J., & Rijnders, D. (2005). Possible
End Games in the European Postal Market: Qui Bone? In M. A. Crew & P. R.
Kleindorfer (Eds.), Regulatory and Economics Changes in the Postal and
Delivery Sector. Amsterdam: Kluwer Academic Publishers.
Strikwerda, J. (2006). Modulaire organisatie van de
externe en de interne organisatie. Holland Management Review, 23(108),
29-39.
Strikwerda, J., m.m.v., Mogendorff, D.,
Verhoeven, S., & Starre, D. (2006). Interoperabiliteit in de publieke
sector: Een IT-probleem of een bestuurlijke uitdaging? (pp. 53). Utrecht: Nolan
Norton Institute.
Strikwerda, J. (2007). Een hardleerse
overheid. Holland Management Review, 117, 8-15.
Strikwerda, J. (2007). Het vraagstuk van de
assurancefunctie in de 21ste eeuw. In Willem Verhoog, P. v. d. Zanden & R.
Schouten (Eds.), Assurance voor de 21e eeuw (pp. 25-41). Amsterdam:
NIVRA-VERA.
Strikwerda, J. (Ed.). (2007). Executing Strategy in
Turbulent Times: How capital markets impact corporate strategy.
Assen-Zeist: Van Gorcum - Nolan, Norton & Co.
Strikwerda, J. (2008). Van unitmanagement naar
multidimensionale organisaties. Assen - Den Haag: Van Gorcum - Stichting
Management Studies.
Strikwerda, J. (2008). De multidimensionale
organisatie. Holland Management Review, 25(118), 26-37.
Strikwerda, J. (2008). De plaats en rol van de accountant
in de 21e eeuw: Het vraagstuk van de aard en organisatie van assurance. MAB(Maart),
77-88.
Strikwerda, J. (2008). Het uitvoeren van een strategie
waarin afnemerssynergie‘n centraal staan. Holland Management Review, 122(November-december),
1-15.
Strikwerda, J. (2008). The Emergence of the
Multidimensional Organization: SSRN.
Zande, M. v. d., & Strikwerda, J. (2008).
Balanceren tussen democratie en efficiency. Overheidsmanagement(2),
20-24.
Strikwerda, J. (2009). Rol, taken en plaats van de
business controller. Holland Management Review, 24(123), 35-46.
Strikwerda, J. (2009). Terug van weggeweest: de
Strategy Audit. Holland Management Review, 125, 23-31.
Strikwerda, J. (2009). How to Combine a Group Strategy
with Subsidiary Governance? SSRN eLibrary.
Strikwerda, J. (2009). Wat is de opdracht van het
bestuur van de onderneming? Holland
Management Review(128), 2-10.
Strikwerda, J. (2009). Naar integrerend en
multidimensionaal besturen: naar een nieuw conceptuele grondslag voor de
organisatie van de rijksdienst. In H. Bekke, K. Breed & P. d. Jong (Eds.), Naar
een collegiaal en samenhangend overheidsbestuur - De lokale bestuurspraktijk
als wenkend perspectief voor het rijk? Den Haag: SDU.
Strikwerda, J. (2009). Over Professionalisering en kwaliteit
van het adviesvak - Wat is professioneel adviseren? In M. Dubbeldam & W.
Goedmakers (Eds.), De lerende adviseur - Trends in professionalisering.
Amsterdam: Mediawerf.
Strikwerda, J. (2009). De vermaatschappelijking van de
economie. In E. Roos Lindgreen, J. Strikwerda & N. Wielaard (Eds.), Het
nieuwe ondernemen. Den Haag: Stichting Maatschappij en Onderneming.
Strikwerda, J., & Stoelhorst, J. W. (2009). The
Emergence and Evolution of the Multidimensional Organization. [Article]. California
Management Review, 51(4), 11-31.
Strikwerda, J. (2010). Shared Service Centers II:
Van kostenbesparing naar waardecreatie. Assen/ Den Haag: Van Gorcum/
Stichting Management Studies.
Strikwerda, J. (2010). De noodzaak van
meta-verandering. Holland Management Review, 129(januari-februari),
70-74.
Strikwerda, J. (2010). Shared service centers 2.0. Holland
Management Review, 27(133), 50-56.
Strikwerda, J. (2010). Command & Control in the
Multidimensional Organization. SSRN eLibrary.
Strikwerda, J. (2010). De rol van de
organisatieadviseur in de eenentwintigste eeuw. Tijdschrift voor Management
en Organisatie (M&O), 64(6), 95-115.
Damen, G. A., Dubel, J., & Strikwerda, J. (Eds.).
(2011). Competing on Information: Beyond the Dominance of Structures.
Assen/Zeist: VanGorcum/Nolan, Norton & Co.
Strikwerda, J. (2011). Het realiseren van een
cultuuromslag. Holland Management Review, 28(135), 27-34.
Strikwerda, J. (2011). 'Zachte factoren': hoe om te
gaan met sociaal-psychologische factoren in leidinggeven en organisatie? Holland
Management Review, 28(136), 16-24.
Strikwerda, J. (2011). De organisatie van informatie
van de onderneming: een normatief kader? MAB, 85(Juni), 317-332.
Strikwerda, J. (2011). Competing on Information: An
Exploration of Concepts. SSRN eLibrary.
Strikwerda, J. (Ed.). (2011). Veertig jaar
management studies: Liber amicorum voor Barbera van Dijkum. Assen:
Koninklijke Van Gorcum.
Strikwerda, J. (2011). The Economic Role of
Management Consultants in the Information Society. Paper presented at the
5th International Conference of Management Consulting, Academy of Management,
Amsterdam.
Strikwerda, J. (2012). De Nederlandse Corporate
Governance Code: Ingeleid, toegelicht en becommentarieerd. Assen: Van
Gorcum.
Strikwerda, J. (2012). Investeringen in
informatietechnologie renderen via immateri‘le activa. Holland Management
Review, 141(Jan-Feb), 17-24.
Strikwerda, J. (2012). Organization Design in the 21st
Century: From Structure Follows Strategy to Process Follows Proposition. SSRN
eLibrary.
Strikwerda, J. (2012). Organization Design in the
21st Century: From Structure Follows Strategy to Process Follows Proposition.
iTunes Store.
Strikwerda, J. (2012). De raad van toezicht en de
strategie van de instelling. In G. Minderman, R. Goodijk & S. v. d. Berg
(Eds.), Waar is de raad van toezicht? Deel II. Den Haag: Boom Lemma
uitgevers.
Strikwerda, J. (2012). Een paradigma verschuiving
in ondernemingsbestuur? Paper presented at the CMBO Colloquium, Tilburg.
Campbell, A., & Strikwerda, J. (2013). The Power
of One: Toward the New Intergrated Organization. Journal of Business
Strategy, 2(34), 4-12.
Saly, A. W., & Strikwerda, J. (2013). Concurreren
met informatie vanuit een gevestigde onderneming. Holland Management Review,
30(148), 50-57.
Strikwerda, J. (2013). De Nederlandse Corporate
Governance Code: Noodzaak voor correctie en vernieuwing. MAB, 87(januari/februari),
43-55.
Strikwerda, J. (2013). Het gebruik van
gedragswetenschappelijk aspecten in assurance, audit en management control. MAB,
87(4), 126-143.
Strikwerda, J. (2013). Reflections on Management
Consultancy in the 21st Century. In A. F. Buono, L. d. CaluwŽ & A.
Stoppelenburg (Eds.), Exploring the Professional Identity of Management
Consultants (Vol. Research in Management Connsulting). Charlotte NC: Information
Age Publishing.
Strikwerda, J. (2013). The transformation of
management consulting from the second industrial revolution to the third
industrial revolution. Paper presented at the International Conference
ICMCI, Vilnius, Lithuania.
Book
reviews published: in every issue of the News Letter of the Dutch Society of
Organization Consultants (1994-1996) and in a number of issues of the Holland
Management Review and in Management Consultant.
Supervisor
of a number of business administration students (various educational
institutions) doing their practical work for their thesis at various companies,
non-profit and governmental institutions, and of students of the post-doctoral
courses for controllers and for internal auditors of the University of
Amsterdam (on issues of internal governance, strategy and control in their own
organization).
Personal
Data
Born: December 3, 1952 in the county of
Naaldwijk, the Netherlands, Dutch nationality. Lives with E. (Nora) E. van
Delft.
Two daughters, Roos and Anne.
Latest update:
September , 2013