Forward-thinking (business) professionals are needed to shape (their) companies and help them stay ahead of the curve. Today’s business environment requires professionals who are not afraid of change and innovation. Your investments today are the basis for success in the future. We invite you to our workshops MAXIMIZE YOUR BUSINESS IMPACT series, organized by The Decision Institute. Learn from the latest, best and most impressive Harvard cases, by expert in case teaching and writing Prof. Dr. Fred van Eenennaam. The MYBI Series makes the latest international insights on strategy and governance quickly available and practically applicable for professionals in the Netherlands. Every masterclass touches on today’s issues; making it possible to learn from recent themes on strategy and governance.


September 22nd, 2020,
Online (14:00-17:30)
3PE points
The role of the CEO in the 21st centuryLeadership is changing fast! To educate leaders who make a difference in the world, we, together with the leading expert in stakeholder theory Prof. Dr. R. Edward Freeman, can let you experience what it takes to be a CEO in the 21st century

This program will help you to:
I. Become enabled to lead effective change towards environmental sustainability and business ethics
II. Identify new opportunities for leadership strategies and new ways of exercising leadership
III. Get the creative look to solve and manage uncertainty, social responsibility demands, crisis and tensions

14.00 Introduction Responsible Business (Prof. Dr. Edward Freemand and Prof. Dr. Fred van Eenennaam)
14.30 Case I. Pied Piper and Autonomous Vehicles
15.30 Break
16.00 Case II. Unilever
17.00 Closure

Case I. Pied Piper and Autonomous Vehicles
Pied Piper’s first driverless car had been in an accident and had killed a 26-year-old jogger. Pied Piper felt a deep sadness for the victim’s family, and was disappointed and alarmed because the company had optimistically thought driverless cars would eventually lead to total elimination of driving fatalities. The company needed to decide if the car’s algorithm was responsible for this death and, if so, what the plan of action should be.

Case II. Unilever's New Global Strategy: Competing through Sustainability
The case describes how the new CEO then had to convince skeptical internal and external stakeholders why a struggling company in a tough competitive environment should embrace such bold nonfinancial goals. It then follows how he translated his radically different vision into strategies and priorities that could be implemented by a global company with 170,000 employees. In the process, the case explores how Unilever’s top team had to adapt and adjust is structures, systems, processes, people and culture in order to implement USLP.
Pied Piper and Autonomous Vehicles & Unilever

October, 29, 2020,
Online (14:00-17:30)
3PE points
Creating Shared ValueMounting social and environmental pressures are reshaping the competitive landscape for companies in every industry. For corporate leaders, the message is clear: In today’s world, companies that create Shared Value by addressing societal challenges as part of their core strategy achieve a competitive advantage. In addition to hearing firsthand from David Alexander D. Laurel, CSV expert with ten-year experience of successful integration of Shared Value into Nestle Philippines, you will explore cases about innovative global organizations.

This program will help you:
I. Develop a social value-proposition as a source of competitive differentiation
II. Identify new opportunities for innovation by transforming social challenges into business opportunities
III. Learn to implement an effective corporate Shared Value strategy

14.00 Introduction
14.15 Learnings, experiences and (live) virtual tour Philippine Coffee farm David Alexander D. Laurel
15.00 Case I. Nestle
16.00 Break
16.15 Case II. Enel
17.15 Closure

Case I. Nestle's Creating Shared Value Strategy
Nestlé’s creating shared value (CSV) strategy focuses on the three categories of nutrition, water, and rural development. In the packaged food and beverage industry, pressure had mounted since the 1990s to improve supply chain sustainability and provide healthier, more natural foods, leading to consolidation and causing sales to decline in the 2010s. With 150 years’ experience in the industry, Nestlé had transformed into a nutrition, health, and wellness company and made its CSV strategy explicit in the early 21st century.

Case II. Enel: The Future of Energy
Enel has transformed from the Italian state-owned energy monopoly into a global leader in renewable energy and shared value creation. Through its open innovation model, the company has catapulted to the cutting edge of electric mobility and distributed power generation, partnering with the likes of Google and Tesla.
Nestle & Enel
December 2nd, 2020,
Amazon office Berlin
Competing with Complementors: a day at the Amazon officeAmazon Berlin Company visit
Amazon growth strategy: how to run a multi-billion dollar business. An unique opportunity to learn from one of the most successful business by presentations and workshops and have a look inside the Amazon office in Berlin.

Application Form

Prof. dr. Fred van Eenennaam is specialized in ‘moments of truth in strategic decision-making’ and ‘corporate governance’ and is ranked with an 8.2 for his case teaching skills in 2013. He teaches Strategy & Governance to executives, board members, MBAs and Health MBAs on a regular basis and is affiliated with Erasmus University Rotterdam, George Washington University and Universität St. Gallen. He is non-executive and supervisory board member in and outside The Netherlands and is director of consultancy firm The Decision Group and business school The Decision Institute. Prof. Michael Porter PhD., with whom Van Eenennaam wrote the Dutch Flower Cluster Case, added him to his hall of fame at Harvard Business School in December 2012.


‘‘The lectures from Prof. Eenennaam were really open, especially on the importance of competitive advantages for companies and nations. The courses will help in understanding company and corporate level competitive strategy. And for any national interest level enthusiast, it will definitely help in having the global-to-nations helicopter view and in planning national level competitive strategy through B2G/G2G cooperations.” – Participant workshop

‘The best elements of the workshop were the interactivity and the great speakers’ – Participant workshop

The Decision Institute provides and collaborates in various major executive and MBA programs on strategy & governance, around the world. The Institute organizes and develops executive education, seminars, masterclasses, symposia and workshops. On request tailor-made in-house programs are composed. Since, 1996 Strategy en Governance is one of the core pillars and has a rebuy rate of 86.2%

Leading universities such as Harvard Business School, The George Washington University, Erasmus University Rotterdam and St. Gallen University are part of The Decision Institute’s international network and provide their expertise and collaboration in the Excellence Series.


Participants of the Excellence Series consist a wide audience, from executives and supervisors to policy makers and business analysts, including:

Amrop Executive Search
APG Asset Management
SR Nederland
Asyst Technologies
Atlowa Holding BV
Big Band Networks
Brocade Communications
Cisco Systems
Delta Hydrocarbons BV
DNB Central Bank of The Netherlands
Dolphin Insight
Erasmus School of Economics
Ernst & Young
GITP Executive Partners
Governance Support BV
Hitachi Global Storage Technologies
Knotz Kinderopvang

Maes & Lunau Executive Search
Merck Sharp & Dohme
Peerco Beheer
Perfect Group
Progress Software
RE CM Regarding Capital Management
San Fransisco 49ers
Shell International
Sofitel Legend, The Grand Amsterdam
Spruit Transmissies B.V.
Start People BV
Trivium Corporate Solutions
US Commercial Service
US Embassy Beijing
Woman Capital


  • The masterclasses are given at an executive MBA level and are intended for managers, board members, financial supervisors, chairs, committee members, advisors, policy makers, managers and those interested in learning about strategy and governance.
  • A week before the masterclass, you will receive your reading materials.
  • The reading materials contain one or more Harvard Business cases and other supporting literature.
  • The directive time for self study prior to the masterclass is 3 hours.
  • If you have any questions, suggestions, compliments or complaints, please do not hesitate to contact
  • All questions will be answered within five days.