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 Strategy & Governance Excellence 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 Excellence 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.


August 28, 2019,
16:00-20:30hr at Loetje's Garage
Summer School: Shared Value Creation & Digital Transformation Artificial Intelligence and automation are forcing businesses, including those in the banking sector, to make dramatic changes. In 2015, ING, one of Europe’s largest banks, took the leap: it transformed its Dutch Branch by adopting an agile framework for all operators. With customers requiring more rapid responses to their banking needs, ING decided to create more flexible teams with end-to-end responsibilities for quickly meeting customer demands. Teams were completely restructured and the entire workforce was forced to reapply for their jobs, with 25 percent eventually laid off. Performance efficiency, and innovation significantly increased and turnaround times for reacting to customer needs reduced. With the successful transformation under its belt, ING’s leadership considered expanding the agile operating model to new countries and continued to create better processes for spurring innovation.
What were the motivations behind ING’s transformation, and what made their implementation strategy to a success? What is the appropriate pace of such a dramatic change?

Upon completing the first phase of the transformation that radically “rewired” the entire enterprise for digital innovation, DBS initiated its second digital push in 2015 to address ever-emerging threats from fintech companies and institutional constraints on acquisition-led expansion. To DBS, this digital transformation was an on-going journey in building a next-generation enterprise. It centred on developing the core capabilities to be ready for a digital future, i.e. the agility to scale technology infrastructure, to delight customers, to connect with ecosystem partners, and to innovate in ways that are unimaginable today.
How did DBS build these capabilities to reinvent DBS by becoming digital to the core, embedding DBS in the customer journey, and creating a 26,000-person start-up. What was the bank’s methodology for measuring financial value created by digitalisation?

South African society had struggled for years with domestic violence issues, but in recent years, the incidents of femicide - the killing of women and girls by their husbands, partners, or family members – in South Africa had grown to five times greater than the global average. There has been pressure on companies both in South Africa and internationally to respond to this and other social issues. AB InBev is the world’s largest brewer, with more than 200 brands and 140 breweries operating worldwide. Well-known brand included Budweiser, Beck’s and Corona. The company is the country’s largest beer brand and have to consider steps they could take to address the problem. The company faces difficult
questions: Should AB InBev take action? And if it decides to take action against domestic violence, what should its role and responsibility be? Should it provide funding, create partnerships with the government or other organizations, or develop some sort of initiative?


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

You can register using the application form.

The fee for a single masterclass** is €495. A series of three of the above workshops is €1395. Because of the longer duration of the workshop (four hours instead of 2,5) and the inclusion of a lunch, a supplement of €50 is asked for the Summer School Edition and the Crash Course Edition. The Excellence Series is accessible to an exclusive but wide audience, from executives and supervisors to policy makers and business analysts. All participation costs mentioned are excluding VAT.

For registration, fill out the application form or contact Barbara Mees via 020 – 4040 111 or

It is possible to register as an organization with varying participants. A business membership occurs in two forms:

      1. A series of three workshops is bought by an organization (€1350 excl. BTW) and three participants are sent to the respective workshops.
      2. Six vouchers are bought by an organization (€2395 excl. BTW), which can be exercised over a period of two years. It is possible to send (one or multiple) participants to the workshop of your choosing or not send any participants at all. Within this option, the Summer School Special is included.

For more information, please contact Annemijn Cassée. via 020 – 4040 111 or

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.

A partial participant roster of our strategy and governance programs:

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 us.
  • All questions will be answered within five days.


4:00 pm – 4:15 pm:  Welcome
4:15 pm – 6:00 pm:  Session
6:00 pm – 7:00 pm:  Dinner
7:00 pm – 8:30 pm:  Session
8:30 pm – 9:30 pm:  Drinks