Winning in the age of Transformation

Discover and unleash the power of change that already exists in your organisation. Just a few clichés from organisation land: Change is the only constant. Data is the new gold. 70% of transformations fail. Those who don’t transform die out.
Why is the third cliché still true? – why do transformations continue to fail? Especially given the fourth cliché – those who don’t transform die out – isn’t it important for companies to transform successfully? And if they are driven by hard numbers, why do they still fail to achieve their transformation goals?


The power of the mind, part 4

In the previous part of the series, Petra explained how a powerful mind is able to make a vision materialise into reality. In part 4, Petra says: “When people develop personally, the organisation can develop as well, that is what we stand for. Everything I do is connected to this: making people aware of their own thinking processes, so that they see how they create their own world view. Helping them to master their thoughts and focus their energy, so that they become powerful in spirit. And so that they can form their own vision for the future and let it materialise in the world.”


Strategic transformation

Transformation. Many a manager already shudders at the word. Because how often are the objectives of such a transformation actually achieved? They don’t have to think long about the biggest challenge: getting the people on board. But aren’t people the organisation’s most important asset? According to People Change, employees can be an important driving force in any transformation. The new book ‘Strategic Transformation’ explains how.


The power of the mind, part 3

A universe that talks to us. Most people have little patience for such ideas: the only miracles are the miracles of science, and this endlessly successful science is based on an indifferent universe ruled entirely by cause and effect.
But is the idea of synchronicity really so at odds with science? Petra Groot doesn’t think so: “Physicists have known for a long time that everything is connected. Quantum mechanics shows that there are no separate objects at all. Everything consists of energy. When you see this, you begin to understand what is possible with a powerful mind”.

Kracht van de geest 3

Letting go: the power of vulnerability

Losing control. For most managers it sounds like a nightmare. Whoever is at the helm wants to be able to determine the exact course of the ship. Wants to radiate power to the crew. But what if control is an illusion, and the greatest power lies precisely in showing vulnerability? An interview with André Moquette.


The magic of curiosity

Peggy Laurs, senior director at a large transport company, was tasked with paving the way for a difficult department. She noticed that more was needed than getting the basics right: to transform the department, she had to start with herself. With the help of People Change, she got to know herself better and how important it is to really get to know others.


The power of the mind, part 2

Man is often described as the rational animal. However, our ability to think can also hold us captive. However, this does not mean that there is no way out of the maze of our brain: we can free ourselves. “By increasing your self-awareness you can transform yourself: from lead to gold,” Petra indicated. But how do you do that?


The power of the mind, part 1

Organizations that want to survive must transform and people make the organization. These are two facts almost no one disputes, but few draw the conclusion that follows: those who want to transform their organization must start with the people. A conversation with Petra Groot in four parts.
Part 1: Awakening.


“Transforming is the new normal”

Companies all over the world were overwhelmed by the coronavirus. Where the financial crisis was caused by companies themselves, it was impossible for them to see this crisis coming. Or could they? “Ofcourse I didn’t know that this would happen now, but that another crisis was inevitable. The fact that companies don’t take that into account is, to say the least, very remarkable. People Change’s Rogier Offerhaus is interviewed by


Transformation programme – Integration phase

In this series of four articles Daan Noordeloos discusses the four I’s – Insight, Inspiration, Implementation and Integration – from the perspective of an internal transformation manager, supported by People Change.
The Integration phase is the phase in which many organizations do the least. After the initial successes the attention slackens and the energy goes to another project. The integration phase is essential in a sustainable transformation, because it is about the question: how do we stay here? You have brought a team to a certain level, how do you anchor that?
The integration phase is the game to continuously ask the question: what have we learned and how do we anchor this in the organization so that future generations can benefit from it?