Consultant Pieter Verhoeven introduces himselfPieter Verhoeven was knowledge manager at VolkerRail for four years. In this position he gave shape to knowledge and innovation management in various ways.
Pieter is convinced that it is not always necessary to work harder to achieve better efficiency or quality. This is why at VolkerRail Pieter used knowledge management to stress the importance of working smarter. Using Wednesday afternoon meetings, knowledge cards and research groups almost everybody has actively benefited from knowledge management. In addition, due to the combination of Research & Development (R&D) and knowledge management, the effectiveness of the innovation process has improved greatly.
Since 2006 Pieter Verhoeven has been working as a consultant at DNV-CIBIT. His key objectives are:- the organization of knowledge management from strategy to evaluation
- innovate more effectively through knowledge management instruments
|
- Number 1: The Innovation Book
Innovating from dream to reality (Dutch), Van der Voort P., 2006..
The Innovation Book is a practically-oriented handbook in which the complexity of the innovation process is condensed to a list of highly useful themes. Present-day successful organizations are all characterized by the explicit role of innovation. Because the ones who ultimately make it are not the ones who are the strongest or the fastest, but those who adapt best to new circumstances. For everybody who wants to successfully stimulate and guide the ability to innovative in his organization.
- Number 2: Who has taken my cheese?
Dealing with change, both private and business, Johnson S., Blanchard K., 1998.
Why would you pay attention to innovation and development in times of prosperity? Using a pertinent parable the authors show how important it is to continue developing personally as well as professionally. Cheese, as a metaphor for what we want, can be appealing to cling on to. But what happens when that cheese is no longer there? Was the cheese taken, or should you have looked for another, new, cheese?
- Number 3: Rhythmic and organizational dynamics
Four phases model with pretexts for organizational interventions to improve effectiveness, efficiency, flexibility and creativity, Hardjono T., 1995.
In my work, almost subconsciously, I often use the logic behind the Four Phases model. In this book Teun Hardjono describes four phases in development that every growing organization goes through. It provides a practical approach to examining knowledge management from the dynamics and development of organizations. It is also a touchstone for managers and advisors to check whether plans and advice are complete and contribute to an organization's growth.
|
|
|
about us 
