The company of the future is 'hyper-connected' with the new world. It closely monitors new developments while in-house trend watchers analyse and encourage movement. There is continuous contact with smart startups, innovative companies, scientists and universities. The network provides solutions and new business models. But how do you become a hyper connected organisation?

Organising tasks and activities needs to be done efficiently. Should we still leave the implementation of processes up to people, or are algorithms better at performing predictive and repetitive tasks? The ‘self-tuning enterprise’ is coming. Smart algorithms analyse the world around the company and prevent problems before they arise. But how do you develop an algorithmically driven organisation?

In a rapidly changing world, experimentation is a prerequisite for continuity. Organisations that continuously explore and discover will be able to adapt to the future. But how do you do that?

The organisation of the future consists of small units that are able to rapidly develop new products, services or processes. They can also ‘attack’ existing business models or processes. They are flexible, disruptive and 'hyper-connected' – independent, yet in collaboration with the existing organisation. How do you create such a 'Special Forces' approach?

Steady jobs are out. Flexibility is in. Organisations develop a flexible workforce with talented employees that offer support on complex and interesting issues. This way, organisations can accelerate when necessary and count on many talents that can be deployed globally. How do you prepare your organisation for the ‘gig-economy'?

The rapidly changing future also places different demands on the employee of the future. A perfect combination of knowledge, skills and mindset is needed. Passion and curiosity are critical. Flexibility and creativity are essential. Which new skills are important to safeguard the organisation of the future? Which type of approach is needed to get the ‘omega generation’ on board?

The architecture of the organisation of the future is fascinating, inspiring and complex. It requires new leadership with a new vision for the development of organisations. Future leaders are personal and accessible. They need to connect, energise, inspire, look ahead and be prepared to constantly veer off the beaten track. What do the leaders of the future look like? How do we develop this group and prepare them for the future?

We also offer customised keynotes. Existing lectures can be adjusted to your requirements, or we can develop a new keynote that is specifically tailored to what you need.