This document discusses leadership styles and value creation. It emphasizes that people are value creators, and success depends on a person's mental processing capabilities, knowledge, motivation, and absence of dysfunctional traits. It also discusses quality control, best practices, differentiation, and redefining industries through innovation.

1. Leadership
Leiderschapsstijlen van de CEO en de CFO
Fabiaan Van Vrekhem
Partner
Accord Group Belgium
Valpeo

2. OUR VIEW
VALUING PEOPLE
People are value creators
Success in a role will depend on:
• The mental processing capability (Is the candidate able to understand
and shape the role’s complexity in all its dimensions) of a person.
• The knowledge and expertise level of the person that allows him
to use that capability,
• The drives (i.e., the motivation and values) of that person
• The absence of dysfunctional personality traits.

3. The past Experience Innovation
Increase complexity to add more value
TIME

4. Quality

5. Service
A B C D E F ...
∞
-
-
-
-
-
0
the quality
standards
the quality criteria

6. QUALITY CONTROL

7. Best Practice

8. QUALITY ASSURANCE

9. Best Practice

13. Differentiation
The emotional context

14. Differentiation
The cultural context

15. Differentiation
Relational context

16. Differentiation
Anticipate the future

17. Differentiation
Co-creatie

18. TQM

20. Across borders, cultures, and
languages, we’re proud to connect
people who need a reliable ride with
people looking to earn money driving
their car.
Redefining the meaning of Taxi Driving
Identity
CREATING CONTEXT

21. Redefining the meaningof Producing Coffee
Enable anyone to create the perfect cup of espresso coffee –
just like a skilled barista.

22. Redefining the meaning of Hospitality
To help creating a world where you can belong
anywhere and where people can live a place,
instead of just travelling to it.

23. Redefining the meaningof Logistics
Every day we’re identifying the right equipment for
customers’ freight from a growing network of more
than 40,000 prequalified local, regional, and
national carriers.

24. Bringing together the key players to lead & enable
improvements in the railway for the benefit of passengers,
freight users, the taxpayer & the wider economy.
Redefining the meaning of Public Transport

25. CORPORATE GOVERNANCE

27. Societal
contribution
From matter to meaning

28. ETHICAL STANDARDS

30. Societal
Progress

34. SOCIETAL PROGRESS

35. The process of value creation
societal progress
societal contribution
reputation
differentiation
best practice
service
quality
CONTEXT
CREATION
CONTEXT
MANAGEMENT
HIGH
price /
kg
60
46
-
20
2
services
new
experiences
lifestyle
Fairtrade
30
23
-
10
1
multiplicator
level of value creation
COMPLEXITY
commodity
goods
C

36. Evolution of opportunity and risk management
Opportunity Risk

37. ORGANIZATIONS AND PEOPLE AS
TWO SIDES OF THE SAME COIN
MENTAL MODEL ADDED
VALUE
ORGANIZATIONAL
DESIGN
abstract conceptual integration
abstract conceptual interpretation
abstract conceptualization
conceptualization
integration
interpretation
observation
building an ecosystem
societal contribution
context creation
innovation
systems management
process management
task management

38. Mental models bring structure to the current chaos.

39. Competing
values
Developed by prof. Shalom Schwartz
Values are important
drivers of behaviour (but
there are other factors at work too)
They serve as guiding
principles in the life of
a person or group.

40. Values

41. Personality

42. Personality