Ralph Hamers: ‘A CEO should never delegate strategy’
If you want to innovate and take the lead, you will need to listen to what other sectors are saying. That is the most important lesson Ralph Hamers learned during his time as CEO of ING and UBS. And if you want to transform your organization? You, as CEO, need to take the lead yourself. ‘Only the CEO can connect strategy, brand and reputation, and culture and behavior. You cannot delegate that.’
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Dick Berlijn on the triangle of industry, investors, and defense
Defense is, more than ever, in need of innovative strength and will therefore need to join forces with industry and investors in the coming years. A major shift is needed to capitalize on opportunities and possibilities, says former Commander of the Armed Forces Dick Berlijn.
Why AI projects fail
Organizations invest a great deal of money, time, and effort into AI development, often with sky-high expectations. In practice, however, Dutch companies are still deriving limited real benefit from their investments. The cause is not the technology itself, but a combination of organizational and human factors.
Mirjam van Praag: ‘Innovation requires a systemic approach’
Complex societal challenges call for innovation organized from the demand side. This requires cross-pollination between relevant parties. AWTI chair and professor Mirjam van Praag advocates for close collaboration within strong ecosystems centered on specific domains.
Hans Honig (Deloitte): ‘The time for AI pilot projects is over’
AI applications have become a true CEO topic, says Hans Honig, CEO of Deloitte Netherlands. Deloitte wants to explore these possibilities with clients and tech partners. ‘We know a lot, but we do not claim to know everything. The same goes for our clients. We need to discover together what is possible.’
Nienke Meijer on leveraging collective wisdom
For supervisory director Nienke Meijer, real progress begins with an open mind and genuine interest in others. She advocates for collective wisdom in the boardroom.
Strategic shock resilience
Strategic shocks are no longer the exception. They are the norm. But they are foreseeable — and those who recognize such shocks in good time can turn it into a competitive advantage.
Next50 Forum 2026: The supervisory director in 2035
What skills and knowledge must a supervisory board member possess to remain effective in 2035? That was the theme of the Next50 Forum.
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Han Kolff: ‘We are becoming sustainable too slowly with market forces alone’
As a supervisory board member of Agrifirm and Plus, Han Kolff sees the food sector as stuck in a stalemate.
Investors discuss the Wennink Report
What will it take to make Peter Wennink’s master plan a success? And how can investors contribute to the necessary growth and innovation?
Next50: The first millennials are joining the ranks!
The Management Scope Next50 Supervisory Board Members ranking is slowly but surely getting younger.
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Roelien Ritsema van Eck: ‘Public task, private context’
The chair of the board of housing association de Alliantie, no. 4 in the Next50, and her leadership team face numerous challenges.
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Lotte Hart (SeederDeBoer): ‘The human side is crucial’
SeederDeBoer is Management Scope's newest knowledge partner. Partner Lotte Hart discusses their ambition and unconventional approach.
A fundamental reorientation of investor relations
The Dutch capital market is facing a fundamental shift in the relationship between listed companies and their shareholders, write Daniele Vitale and Ivana Cvjetkovic from Georgeson.
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Wouter van Benten (DHL): ‘I am a tech optimist’
The CEO about his digital journey, about choices that differed from those of the competition, and about what will be needed for the next ten years.
Simone Huis in 't Veld on becoming a professional non-executive
Simone Huis in 't Veld felt she has fulfilled her role as an executive. After a sabbatical, she decided to become a professional non-executive.
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Kees van Kalveen: ‘Positive impact and intrinsic motivation’
We hear more and more often that the chief financial officer is increasingly becoming a strategist. Kees van Kalveen, CFO of Triodos Bank, has a down-to-earth view on this.
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‘I now have more compassion for supervisory board members’
Maarten Otto explains why a supervisory board role can be hugely beneficial for directors. ‘It is about experiencing what it is like to be on the other side of the table.’
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‘The humane economy is a matter of cooperation’
As chairman of the Goldschmeding Foundation, Bert Beun has big shoes to fill. His task is to ‘live’ the legacy of founder Frits Goldschmeding.
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Linde Jansen: ‘Finance is a frontrunner’
After a long career at brewer Heineken, Linde Jansen moved to postal company PostNL in the spring of 2025 for her very first role as CFO.
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Roos Slegers: ‘Critical thinking in a world smoothed over by AI’
In A&O Shearman's latest Management Scope interview, ethicist Roos Slegers argues that surviving the digital age takes more than AI.
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‘A little more of that can-do mentality, and it will be possible’
During a roundtable, participants discussed how the further development of (critical) infrastructure will determine the Netherlands’ position as a hub in the European economy.
These are the corporate governance trends in 2026
According to directors and supervisory board members, geopolitical uncertainty, AI, new legislation and regulations, as well as cybersecurity, will play a major role in 2026.
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More attention to trade, more economic security
Trade is a crucial means of addressing the current geopolitical tensions, writes Rem Korteweg of the Clingendael Institute.
‘NIS2 is an enabler, not a checkbox process’
The security requirements for network and information systems in essential sectors are becoming stricter. The responsibility now undeniably lies with management.
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Karen de Lathouder: ‘I bring parallel thinking, a kind of sidetrack’
She has been a supervisory board member at NS (Dutch Railways) since March and talks about her drive and approach.
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How Wennink's vision can become a workable strategy
Tough choices and substantial investments are needed to prevent falling further behind economically; the urgency of the Wennink report is undeniable.
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Digital resilience is a matter for top management
Digitization forms the basis of the economy and is rapidly changing how organizations function. But dependence on digitization increases vulnerability.
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Hilde van der Baan and Gijs Linse: Technology should be open for discussion, not considered a fait accompli
Boardrooms must prioritize moral friction over technical convenience to address the digital age's ethical challenges.
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Henk Rottinghuis: ‘Curiosity is more important than knowledge’
He may have a wealth of experience as member of both management and supervisory boards, but Henk Rottinghuis does not like routine.
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Karl Guha: ‘Zero risk means zero reward’
A conversation with the chairman of the supervisory board of ING, on risk-taking, (over)regulation, and the Dutch tendency to break ranks with Europe.
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Ready for the 2026 AGMs
Geopolitical risks, the rise of AI, and sustainability will dominate the agenda of the upcoming AGMs. What issues should company secretaries take into account?
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‘Investor engagement is a year-round activity’
The AGM season – the time of year when the general meeting of shareholders is held – no longer exists. The relationship with shareholders requires attention throughout the year.
Europe must defend its corporate governance values
Geopolitical tensions and the politicization of international business are forcing the management and supervisory board to reconsider good corporate governance.
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