Expertise

Frameworks that support change in practice

In my work, I use a range of frameworks and perspectives.

Not as fixed recipes or step-by-step methods, but as tools to understand what is happening and to create movement in practice.

My expertise has been built through years of experience in organisations, combined with education and continuous deepening.
The value does not lie in the model itself, but in how it is applied in real situations.

How I work with expertise

I use frameworks and methods to:

make complexity manageable
surface patterns that influence behaviour and outcomes
give language to what often remains implicit
support change — never as a goal in itself

What works, I use.

What does not work, I let go.

Lean – improving from practice

I see Lean not only as an efficiency instrument, but primarily as a way of looking at work and organising.

It helps to:

understand processes as they actually run
make waste and obstacles visible
learn and improve together
place ownership lower in the organisation

My experience with Lean goes far beyond training alone. I have built communities of Lean practitioners from the ground up, trained and coached leaders — both one-on-one and in teams — and supported organisations in implementing concrete practices such as weekly huddles and visual management.

A key element of my Lean work is strengthening operational management. This is where it becomes visible whether improvement truly becomes part of daily work.

Customer Experience – value from the customer’s perspective

Customer Experience (CX) is, for me, a management discipline that provides direction for change.

CX includes:

CX strategy and positioning
CX management and governance
measuring and interpreting customer experience
mapping customer journeys
prioritising and implementing improvements

In my work, I consistently look at the connection between Customer Value, Employee Value and Business Value.

Sustainable improvement emerges where these three reinforce each other — not where one perspective dominates.

Agile & Scrum – adaptability in thinking and doing

Agile and Scrum provide frameworks for dealing with change in complex environments.

I mainly use these principles to:

enable short learning cycles
make faster use of feedback
strengthen collaboration across disciplines
accelerate decision-making where possible

Not by following a framework dogmatically, but by applying principles where they add value.

NLP – awareness of language, behaviour and beliefs

NLP forms an important foundation in my work with communication, leadership and coaching.

It helps to:

recognise patterns in thinking and behaviour
understand the impact of language and assumptions
expand room for choice
make behaviour concrete and influenceable

I apply NLP in a practical, grounded way — always in relation to the context in which someone works.

A systemic perspective on change

Systemic work and Systemic Transition Management complement each other in my approach.

A systemic perspective helps to look at the whole and at what often plays out beneath the surface, such as:

relationships and dependencies
historical patterns
invisible dynamics that influence behaviour

Systemic Transition Management adds a framework for guiding change over time, with attention to phases, meaning-making and collective learning.

I use this perspective to understand where movement stalls and what is needed for change to land sustainably.

Change management – from plan to practice

Classic change models, such as Kotter and ADKAR, offer valuable insights into how change unfolds and how it can be influenced.

I use these models:

as a thinking framework, not as a checklist
to reflect on progress and risks
to make leadership and ownership discussable

Practice always requires tailoring.

Connected to change in practice

All frameworks I use are in service of change in practice.
They support my work as an interim project lead, coach, trainer and facilitator — without oversimplifying reality.

If you want to see how this expertise translates into delivery, you can read more about my work as an Interim Project Lead – Business Change Delivery.

In conversation

Would you like to explore how this expertise could support your challenge?

You are welcome to a Kickstart Change in Practice, where we look together at what is happening and what is needed.

Plan a Kickstart Change in Practice (60 min)