Page 11 of 31
“Making mistakes is good, as long as you are fully committed to solving them and learning from them”
Chip machine manufacturer ASML is renowned for its progressiveness, due in part to technologies such as Extreme Ultraviolet Lithography. “ASML is one of the finest companies in Europe”, says CFO Roger Dassen. In his view, ASML was able to build this innovative reputation because it operates in a field where mistakes are accepted as necessary, provided that you learn from them and are 100% committed to solving them. “Everything goes, as long as the potential rewards outweigh the risk.”
The corona crisis has had far-reaching consequences for society. Not only with respect to the healthcare sector, as well businesses had to adjust its world view overnight. According to ORTEC’s Gerrit Timmer, mathematics can be of great value in turbulent, uncertain times. “Especially when it comes to significant disruptions, you need analytics to determine their effect. Only then you can calculate which measures will be the most effective.”
January 2021
Today’s wealth of available data and arsenal of analysis tools allow boardrooms to make more informed decisions, with AI and new technologies helping administrators to chart a course, get to the bottom line of scenarios and create value. However, Hans Spaan, Associate Director at ORTEC Data Science and member of Supervisory Boards, believes that technology alone won’t do the trick. Good governance and supervision require a keen eye from the outside-in, the ability to translate what is happening in the world to one’s own company, and cross-industry insight and understanding. First and foremost, however, they require vision.
This article on Governance & Supervision is the second part of our series on Data and AI in the Boardroom and is powered by Hans Spaan, Associate Director at ORTEC Data Science and member of Supervisory Boards.
Data can tell you a lot, but you have to be willing to listen, says Frans van Helden, managing director at ORTEC Consulting. This requires a mindset shift. Since the amount of data at disposal has increased significantly, board members should also continue to evolve in how they leverage data to make decisions. “You can’t automate everything, but you can scratch your head when you don’t have the data you need. In that case, you should ask yourself why you don’t have those data and what that says about the fundamentals of your decision.” Making better decisions is the essence of being ‘data-driven’, also in the boardroom.
This article on digital strategy is the first installment in our series on Data and Artificial Intelligence in the Boardroom and was made possible by Frans van Helden, Managing Director at ORTEC Consulting.
In 2019, ORTEC started a relationship with Amref Flying Doctors, owned by Amref Medical & Research Foundation. Amref is working on a healthy, strong Africa by educating medical professionals, offering basic care and counseling. ORTEC helps Amref to increase their impact on African health care by optimizing their business processes, making their projects quantifiable and the outcome of these projects more visible. Patricia Vermeulen, CEO at Amref Flying Doctors NL: “There are many parties that offer their help, but they don’t always fit.”
February 2021
Everyone wants to become data-driven and most organizations have realized by now that the transition revolves around acquiring the right data, technology, skills, and models. However, executives often seem to ignore the most important, and most exciting requirement: changing the corporate DNA. To facilitate a data-driven approach and to attract the new generation of digital talent, organizations will have to implement multiple mindset shifts. And not all of them are even directly related to data. What they do have in common, though, is that the board has a key role to play. Rianne Langenberg, Managing Consultant at ORTEC Consulting, takes us through several key requirements based on the five “Mindset shifts for organizational transformation’ published by ThoughtWorks. Such a philosophical and organizational shift starts at the top and requires a solid change plan.
This article on Mindset Shifts for Organizational Transformation is the last part of our series on Data and AI in the Boardroom and is powered by Rianne Langenberg, Managing Consultant.
Zoetermeer, The Netherlands – ORTEC appoints Marijn Deurloo as Chief Product Officer (CPO). Deurloo will focus on the accelerated development of a market and customer-driven portfolio of scalable solutions.
The success of a digital transformation depends on driving change in the organization. The series Five Ways to Translate Data into Better Decision-Making has covered the five components that are crucial for approaching change value-driven, instead of technology or data-driven.
Get briefed with the full series coming together in a dynamic infographic.
September 2020
Many businesses aspire to become data-driven organizations. They embark on a digital transformation or start making use of data analysis, artificial intelligence, or machine learning. But not all organizations are equally successful in their attempts to use data to generate business value. After all, state-of-the-art technology and data alone do not guarantee successful digitization. Businesses must also pay attention to their customers’ needs, the education and training of employees and cultural change, all coming together in a holistic digital strategy that is crucial for a well-functioning data-driven organization.
This is the fifth and final article in the series on Five Ways of Translating Data into Better Decision-Making. In this article, we will summarize the first four articles and show how they can be combined into a single, integrated approach.
Zoetermeer, Netherlands: Today, ORTEC and many other organizations raise the flag to create awareness for the Sustainable Development Goals (SDGs) of the United Nations. Exactly five years ago the world embraced these 17 goals that guide us to a more inclusive, fair, and sustainable society by 2030.