Preserving a company's reputation - Lessons learned as CEO of FlightareTheExecutiveCircle
Reputation risk will be a major challenge for future CEOs. The article discusses lessons learned by Jean Muls during his time as CEO of Flightcare from 2001-2005. It focuses on how Muls dealt with reputation risk after an aircraft accident by taking responsibility, cooperating with authorities, and prioritizing transparency with stakeholders to rebuild trust.
The Pacific ring of fire refers to the area around the Pacific Ocean that experiences many earthquakes and volcanic eruptions. Main continental plates push against each other in this region, creating large amounts of geological stress. As a result, around 90% of the world's earthquakes and 80% of major quakes occur within the Pacific ring of fire. Countries like the US, Canada, Mexico, Japan, New Zealand, and Chile, which border the Pacific Ocean, are included in this zone of seismic and volcanic activity.
Executive Circle's VIP Invitation to Exclusive Luncheon Debate
"The New CEO Generation"
- Dominique Leroy, CEO Belgacom
- Koen Van Gerven, CEO Bpost
- Marc Raisière, CEO Belfius
Panel & debate moderated by
- Jean Muls, CEO Imtech
The value-destructive power of unethical behavior and what you can do about i...Jean Muls
The document discusses unethical behavior and provides examples from the author's career in leadership positions. It defines unethical behavior as actions against social norms or one's values. It then summarizes three cases where the author encountered unethical behavior and the steps taken to address it: at TNT during an acquisition, at Royal Imtech due to financial irregularities, and at Bpost Belgium regarding collusion that was reported and investigated. The document concludes with a reference to whistleblower protection laws.
221220 Rachat de la concurrence et échange illégal d'informations avec les mé...Jean Muls
221220 Rachat de la concurrence et échange illégal d'informations avec les médias - Business AM - Infos économiques et financières (+ Translation UK NL)
Preserving a company's reputation - Lessons learned as CEO of FlightareTheExecutiveCircle
Reputation risk will be a major challenge for future CEOs. The article discusses lessons learned by Jean Muls during his time as CEO of Flightcare from 2001-2005. It focuses on how Muls dealt with reputation risk after an aircraft accident by taking responsibility, cooperating with authorities, and prioritizing transparency with stakeholders to rebuild trust.
The Pacific ring of fire refers to the area around the Pacific Ocean that experiences many earthquakes and volcanic eruptions. Main continental plates push against each other in this region, creating large amounts of geological stress. As a result, around 90% of the world's earthquakes and 80% of major quakes occur within the Pacific ring of fire. Countries like the US, Canada, Mexico, Japan, New Zealand, and Chile, which border the Pacific Ocean, are included in this zone of seismic and volcanic activity.
Executive Circle's VIP Invitation to Exclusive Luncheon Debate
"The New CEO Generation"
- Dominique Leroy, CEO Belgacom
- Koen Van Gerven, CEO Bpost
- Marc Raisière, CEO Belfius
Panel & debate moderated by
- Jean Muls, CEO Imtech
The value-destructive power of unethical behavior and what you can do about i...Jean Muls
The document discusses unethical behavior and provides examples from the author's career in leadership positions. It defines unethical behavior as actions against social norms or one's values. It then summarizes three cases where the author encountered unethical behavior and the steps taken to address it: at TNT during an acquisition, at Royal Imtech due to financial irregularities, and at Bpost Belgium regarding collusion that was reported and investigated. The document concludes with a reference to whistleblower protection laws.
221220 Rachat de la concurrence et échange illégal d'informations avec les mé...Jean Muls
221220 Rachat de la concurrence et échange illégal d'informations avec les médias - Business AM - Infos économiques et financières (+ Translation UK NL)
221209 Bpost-CEO Dirk Tirez moet opstappen zonder ontslagvergoeding: “Hij hee...Jean Muls
221209 Bpost-CEO Dirk Tirez moet opstappen zonder ontslagvergoeding: “Hij heeft de regels van het bedrijf overtreden” | Binnenland | hln.be (+ translation UK FR)
Je tenais à remercier mes anciens collègues et collaborateurs de bpost pour l...Jean Muls
Je tenais à remercier mes anciens collègues et collaborateurs de bpost pour leur messages de sympathie. Autant défis relevés et de changements accomplis en si peu de temps. Encore merci de votre confiance et pour le trajet réalisé ensemble.
Jean Muls has over 20 years of leadership experience leading large international organizations. He has experience in performance-driven change, international expansion, M&A integration, and crisis management. He holds an MBA from INSEAD and a Master's in Civil Engineering. Throughout his career, he has held director-level positions at GE, Bombardier, Flightcare, Vinçotte, and Imtech, leading teams of over 2,000 employees with revenues up to 200M euros. His experience spans industries such as energy, manufacturing, aviation, and business services.
Preserving a company's reputation, a debate with Johan Thijs, CEO KBC Group &...Jean Muls
Reputation risk will be a major challenge for future CEOs. The article discusses lessons learned by Jean Muls during his time as CEO of Flightcare from 2001-2005. It focuses on how Muls dealt with reputation risk after an aircraft accident by taking responsibility, cooperating with authorities, and prioritizing transparency with stakeholders.
Aib-Vincotte, an innovation and international expansion caseJean Muls
How Aib-vincotte grew to an international company with presence in 18 countries over 4 continents. Thanks to its innovation program, it grew by exporting its unique expertise and knowledge in the fields of energy, utilities, infrastructure and construction.
How GE integrates acquisitions (hbr article)Jean Muls
This article discusses how GE Capital has developed an acquisition integration process over its many acquisitions. It summarizes the key points:
1) GE Capital has made over 100 acquisitions in the past 5 years, growing its workforce by 30% and doubling its net income, but traditionally acquisition integration was seen as a one-time event rather than a replicable process.
2) Working with consultants, GE Capital has developed a "Pathfinder Model" to codify its learning into a four-stage acquisition integration process covering pre-acquisition, foundation building, consolidation and assimilation.
3) The model provides structure but acquisition integration remains an art, requiring improvisation for each new acquisition. The model aims
Aib-Vincotte was facing shrinking revenues and lack of liquidity, with the board wanting to cut costs while the CMO resisted change. An analysis found the company had high technical competence but wasn't meeting market demands. To address this, Aib-Vincotte lobbied in the Netherlands using its expertise, and began exploring applying its expertise from steel plants to data centers. This led to partnerships with companies like Google and projects in the Gulf, India, and inspecting a nuclear fusion reactor. Through international expansion and innovation, Aib-Vincotte was able to turn its situation around and find success.
"Innovation and the CEO" (J.Muls - Amsterdam, Sept 26th 2014)Jean Muls
What should a CEO do about innovation ? Should he care and why ? What should be his priorities and how should he do it ?
Starting from my career experiences as MD, CEO, ... - which I illustrate with a couple of examples - I summarise the lessons I learned in a couple take aways
221209 Bpost-CEO Dirk Tirez moet opstappen zonder ontslagvergoeding: “Hij hee...Jean Muls
221209 Bpost-CEO Dirk Tirez moet opstappen zonder ontslagvergoeding: “Hij heeft de regels van het bedrijf overtreden” | Binnenland | hln.be (+ translation UK FR)
Je tenais à remercier mes anciens collègues et collaborateurs de bpost pour l...Jean Muls
Je tenais à remercier mes anciens collègues et collaborateurs de bpost pour leur messages de sympathie. Autant défis relevés et de changements accomplis en si peu de temps. Encore merci de votre confiance et pour le trajet réalisé ensemble.
Jean Muls has over 20 years of leadership experience leading large international organizations. He has experience in performance-driven change, international expansion, M&A integration, and crisis management. He holds an MBA from INSEAD and a Master's in Civil Engineering. Throughout his career, he has held director-level positions at GE, Bombardier, Flightcare, Vinçotte, and Imtech, leading teams of over 2,000 employees with revenues up to 200M euros. His experience spans industries such as energy, manufacturing, aviation, and business services.
Preserving a company's reputation, a debate with Johan Thijs, CEO KBC Group &...Jean Muls
Reputation risk will be a major challenge for future CEOs. The article discusses lessons learned by Jean Muls during his time as CEO of Flightcare from 2001-2005. It focuses on how Muls dealt with reputation risk after an aircraft accident by taking responsibility, cooperating with authorities, and prioritizing transparency with stakeholders.
Aib-Vincotte, an innovation and international expansion caseJean Muls
How Aib-vincotte grew to an international company with presence in 18 countries over 4 continents. Thanks to its innovation program, it grew by exporting its unique expertise and knowledge in the fields of energy, utilities, infrastructure and construction.
How GE integrates acquisitions (hbr article)Jean Muls
This article discusses how GE Capital has developed an acquisition integration process over its many acquisitions. It summarizes the key points:
1) GE Capital has made over 100 acquisitions in the past 5 years, growing its workforce by 30% and doubling its net income, but traditionally acquisition integration was seen as a one-time event rather than a replicable process.
2) Working with consultants, GE Capital has developed a "Pathfinder Model" to codify its learning into a four-stage acquisition integration process covering pre-acquisition, foundation building, consolidation and assimilation.
3) The model provides structure but acquisition integration remains an art, requiring improvisation for each new acquisition. The model aims
Aib-Vincotte was facing shrinking revenues and lack of liquidity, with the board wanting to cut costs while the CMO resisted change. An analysis found the company had high technical competence but wasn't meeting market demands. To address this, Aib-Vincotte lobbied in the Netherlands using its expertise, and began exploring applying its expertise from steel plants to data centers. This led to partnerships with companies like Google and projects in the Gulf, India, and inspecting a nuclear fusion reactor. Through international expansion and innovation, Aib-Vincotte was able to turn its situation around and find success.
"Innovation and the CEO" (J.Muls - Amsterdam, Sept 26th 2014)Jean Muls
What should a CEO do about innovation ? Should he care and why ? What should be his priorities and how should he do it ?
Starting from my career experiences as MD, CEO, ... - which I illustrate with a couple of examples - I summarise the lessons I learned in a couple take aways