I’ve had countless conversations with leaders of mid-sized service organizations. And underneath all the strategic discussions and market challenges, one essential question keeps coming up:
How do we stay relevant and truly meaningful in a world that’s changing faster than ever?

Whether it's navigating growth, digital transformation, reorganizations, or market shifts, uncertainty feels like the new normal. As service providers, how do we show up in these moments?

The mental models and leadership approaches that served us well for decades increasingly show their limits. Economic growth no longer serves as the sole compass for success, and the familiar ways we work strain under the weight of rapid technological, social, and environmental shifts.

In today’s fast-changing world, it’s tempting to look for big strategies or bold visions to lead the way. But real, profound change usually starts with something simpler—and more human: trust.

Lately, I’ve reflected on the crossroads where digital transformation meets sustainability and what this means for us as leaders in mid-sized European service providers. It feels like we’re standing at a pivotal moment that calls for more than incremental change or efficiency gains.

For mid-sized service providers navigating complexity, this raises a question worth exploring: How do meaning and impact take shape in our work? Is it something that happens, or can we intentionally cultivate them through simple, guiding principles that help us understand where we’re headed?

Mid-sized service providers are experiencing a quiet yet profound shift from just delivering services as products to making a meaningful impact on people’s lives and our communities. This shift prompts an essential question for leaders: What role do we want to play in the world—and how do we navigate toward it?

A few years ago, one of OUR clients was challenged to deliver more value than just the annual premium adjustment and adequate claims handling. The challenge was not without consequences.

The impact of technological and social developments on professional service providers is undeniable. The question is how to respond to these developments and take advantage of the opportunities it presents.

Many complex issues surround us in today's complex and uncertain world. These challenges shape the economic, political, and social landscapes, impacting our organisations, client relations, and position in the world. The invitation is not to conquer these complexities, but to learn how to navigate them.

Operations run smoothly, processes are efficient, and digital transformation delivers results. Yet, customer relationships increasingly feel transactional. What if the next phase of sustainable growth requires a different kind of conversation?

The number of households with financial problems increases, while the Dutch government expects more financial self-sufficiency from citizens and businesses. The financial service industry can support consumers and businesses in preparing for economic adversity.

Recently I saw the program “Steenrijk Straatarm” (Filthy Rich Penniless). This episode was about a "penniless" mum with 4 kids. They have to get by on a few tens every week. How did this come about?

There is a difference between the value customers experience and what service providers claim to deliver. We open the discussion to two questions from a customer centricity and change leadership perspective.