Strategy.Inc

Strategy.Inc is established by Jeroen Kraaijenbrink, Ph.D., and Timothy Tiryaki, Ph.D .ABD, to create better organizations through strategy design & implementation consulting. 

We research, advocate and pioneer the whole-person, developmental consulting approach,  moving away from the prescriptive and traditional approach in strategy design and implementation.  

Our goal is to assist consultants in developing high-impact skills in strategy design, generation, formulation, and execution, focusing on creating triple-bottom-line value.

Our primary focus is the Certified Strategy and Implementation Consultant program, where we empower like-minded strategy consultants or those that want to move into the space of strategy consulting and implementation support.

Co-Founder, Mentor and Educator

Do Strategy

Based on 10+ years experience as trusted advisor, 15+ years as executive trainer and 20+ years as strategy researcher, I know how to make your strategy work. My methodology follows a set of steps for every organization and client.

☑    Analysis of current state: Through collaborative sessions, we (re-)discover the nature of your organization and determine the strengths and weaknesses that can make or break the strategy.

☑    Synthesis and strategy outline: we develop ideas and choose best scenarios to lay out a plan that will be refined and referred to at later stages.

☑    Development of action plan: After checking with your management team, we translate the strategy into tasks and directions for specific teams and situations to account for any gaps between present and future. 

☑    Monitoring of execution: Finally, I guide you through strategy execution with advice and project mentoring. I make sure a project works and company plans stay relevant based on the specific situation.

Want to know more or get to know me better: send me an email at jeroen@jeroenkraaijenbrink.com or a LinkedIn message.

Strategy & Leadership Consultant and Mentor

Aside from wanting to grow you, and your team. I also research and write on topics about strategy planning, execution, and leadership. 

I have 7 published books about strategy:
The One-Hour Strategy: Building a Company of Strategic Thinkers
The Strategy Handbook (2nd ed): The Secret Sauce to Daily Business Success
Strategy Consulting (Cambridge Elements in Business Strategy)
The Strategy Handbook, Part 1: Strategy Generation
The Strategy Handbook, Part 2: Strategy Execution
No More Bananas: How to Keep Your Cool in the Collective Madness
Unlearning Strategy: The 10 Most Persistent Strategy Myths to Forget Immediately

Furthermore, I have written a PhD dissertation, 15+ scientific journal papers, 50+ conference papers, and numerous professional publications in the last 15 years, various of which have received nominations and awards for their excellence and impact. Examples include the Seal of Excellence Certificate by the European Commission, the Journal of Management Scholarly Impact Award, and the Best Empirical Paper Award and the Carolyn Dexter Award for Best International Paper at the Annual Meeting of the Academy of Management.

Strategy Researcher and Author

Public Speaker, Panelist & Keynote Speaker 

Talk title: Personal Leadership in an Overheated World

Speaker at University of Oxford - Saïd Business School

Talk title: Covid-19 as Catalyst for Lifelong E-learning

Speaker at the Worlds of Learning Summit 2020

Keynote Speaker at the 2020 EFMD MarCom, External and Alumni Relations Conference

Talk title: The bright side of crisis: Using Covid-19 as catalyst for change

Keynote Speaker at the 2020 Future Group Executive Meeting

Talk Title: Advancing Strategy Practice through Theory? A Case for Methods and Frameworks

Keynote Speaker at the International Conference on Leadership, Technology, Innovation and Management

Keynote Speaker at the 11th International Strategic Management Conference

Forbes

I have written 100+ shorter and longer articles as a Forbes contributor. I started in 2018 with articles about my vision of strategy, societal developments, and organizational and personal leadership in the turbulent world of today.
See my contributor page: www.forbes.com/sites/jeroenkraaijenbrink

“[About Jeroen’s articles], it was a revelation for me as his vision of the strategy seems to me to be relevant and in line with the current needs of organizations. The whole-brain, whole-person consulting approach is a game-changing view.

-	Forester, Strategy Consultant & Entrepreneur at LUMENA

Forbes.com contributor

University of Amsterdam Business School

Bringing professional industry knowledge about strategy to diverse international groups in the executive MBA program. Taught Competitive Strategy, Strategy Execution and Entrepreneurship to full-fledged professionals. Provided in-company strategy programs for executives and employees for corporations such as Avanade and Rabobank

“He was the lecturer on strategy (execution). The simple way in which he conveyed key concepts on strategy execution and strategy in general are still resonating. He combined, in an elegant way, both academic and business (practical) insights on strategy execution to a diverse group of students without losing us in all that jargon.”

-	Raj, Manager New Product Commercialization at Tata Steel Europe

Adjunct Associate Professor

TSM Business School

I started executive teaching in 2009 at TSM's Executive MBA program for full-fledged professionals in various different industries. Over the years I've also supported the board in idea development, management of the curriculum and maintaining a consistent educative program that was compatible with the needs of experienced professionals.

Lecturer Executive MBA

Amsterdam University of Applied Sciences

Senior Researcher and Team Leader

University of Twente

Associate Professor

Assistant professor

As the leader of your organization, unit or department, you have your goals:

• Serve your customers in the best possible way
• Get and keep your people focused and inspired
• Balance performance and organizational health
• Center on the long-term purpose and continuity
…and a whole lot more

Despite having in mind how you will achieve these goals, unforeseen things always happen that keep you from getting where you want your organization to be. As research shows, no less than two-third of formulated strategy plans fail. To beat these odds, you need an actionable and engaging strategy that your employees and stakeholders believe in.

I help companies generate and execute exactly that type of strategy. Once we work together, I support you in your strategy and leadership skills and help you discover, formulate, and execute the right strategy for your organization.  Whether your existing strategy needs to be adjusted, or you need to build it from scratch, there are proven tools and clear steps to follow. Together, we can have a look at where your pain points are and where your moment of opportunity lies.

Based on my combined academic and professional experience, my key strength is turning fragmented ideas and plans into a crisp and coherent strategy that your people will and want to execute.

Let's have a virtual coffee!

↳ jeroenkraaijenbrink.com
↳ strategy.inc

Every team wants to get to “high performance.” 
Few realize what it takes to get there.
These are the steps.

When we talk about teams, we often picture the end state: trust, flow, collaboration, results. But that’s only the final chapter of a longer journey.

Bruce Tuckman’s well-known model reminds us that teams must move through four distinct stages of development to arrive there:

Forming – The honeymoon phase. People are polite, eager to fit in, and still dependent on direction. Energy is about joining the circle rather than creating results.

Storming – Reality sets in. Opinions clash, people pull in different directions, and frustrations rise. This feels like failure, but it isn’t. It’s the work of building independence, boundaries, and honest dialogue.

Norming – If the storm is navigated well, the team begins to align. Shared norms emerge, reflection deepens, and the group starts to coordinate effectively. Trust takes root here.

Performing – Only then comes the payoff. Interdependence replaces independence. Members complement each other’s strengths, anticipate needs, and act as one. This is where impact and flow are at their peak.

Here’s the critical lesson: Storming isn’t a problem to avoid, it’s a stage to embrace.

Many teams fail because leaders try to skip it. They want harmony too early, so they suppress conflict. But without storming, there is no norming. Without norming, there is no performing.

The strongest leaders don’t just “manage” their teams through these stages. They design for them, thereby creating space for conflict, encouraging dialogue, and guiding the team patiently toward cohesion.

So: high performance is not a starting point. It’s an achievement earned by moving through discomfort.

Where is your team today? And do you have the courage and patience to let the storming phase happen?

===
More of this? Subscribe to my Soulful Strategy newsletter: https://lnkd.in/eHSVgyVR

Jeroen Kraaijenbrink

Strategy and Leadership Expert | LinkedIn Top Voice - #2 in the Netherlands | No-Nonsense Collaborator, Educator, Mentor, Author, and Entrepreneur | Creator of the Big 5 of Strategy

Most change models focus on systems, structures, and processes. 
The ADKAR model reminds us that real change happens through people.

Change rarely fails because the strategy or the process is wrong. It fails because the human journey of change is overlooked. People are expected to adopt new ways of thinking and working without being guided through what that actually requires. ADKAR captures that journey in a simple but profound way.

It starts with AWARENESS of why change is needed. Without that, people cannot make sense of what is happening. They need to understand the reasons, the purpose, and the implications for their own work. 

From there comes DESIRE, the inner willingness to support and contribute to the change. This cannot be created through persuasion alone, but through involvement, trust, and meaningful dialogue.

KNOWLEDGE follows as people learn what is expected of them and how to do things differently. This is where training, mentoring, and shared learning matter most. 

Yet knowledge alone is never enough. It must translate into ABILITY, the confidence and skill to actually perform in new ways, supported by clear goals, opportunities to practice, and a system that enables rather than obstructs.

Finally, lasting change depends on REINFORCEMENT. New behavior needs to be noticed, encouraged, and recognized until it becomes the new normal. This is where leaders often move on too quickly, assuming the change is complete when people are only halfway through the process.

The strength of the ADKAR model lies in its humanity. It treats change not as an event but as a process of learning and adaptation. It shows that organizational change is always a sequence of individual transitions, each of which requires attention, patience, and care.

When leaders understand this, they no longer see resistance as a problem to overcome, but as a signal to listen and to engage more deeply. Real change happens when people understand, want, know, can, and keep doing something new. When that happens, change becomes culture.

Which of these five steps have you overlooked most when trying to realize a change?

As the leader of your organization, unit or department, you have your goals:

• Serve your customers in the best possible way
• Get and keep your people focused and inspired
• Balance performance and organizational health
• Center on the long-term purpose and continuity
…and a whole lot more

Despite having in mind how you will achieve these goals, unforeseen things always happen that keep you from getting where you want your organization to be. As research shows, no less than two-third of formulated strategy plans fail. To beat these odds, you need an actionable and engaging strategy that your employees and stakeholders believe in.

I help companies generate and execute exactly that type of strategy. Once we work together, I support you in your strategy and leadership skills and help you discover, formulate, and execute the right strategy for your organization.  Whether your existing strategy needs to be adjusted, or you need to build it from scratch, there are proven tools and clear steps to follow. Together, we can have a look at where your pain points are and where your moment of opportunity lies.

Based on my combined academic and professional experience, my key strength is turning fragmented ideas and plans into a crisp and coherent strategy that your people will and want to execute.

Let's have a virtual coffee!

↳ jeroenkraaijenbrink.com
↳ strategykickstart.com

Abdullatif Alshammari

Strategists don’t come in one shape.
Some excel in shaping the future, others in driving results
Which type are you?

Type 1. The Observer
See what others miss. The sharp-eyed analyst who captures reality as it is, with clarity and nuance.

Strengths: able to see the bigger picture, spot blind spots, and make sense of complex environments.

Weaknesses: can get stuck in analysis, hesitate to act, or struggle to communicate insights in a way others can use.


Type 2. The Pathfinder
The visionary who sets direction and defines where to go next. Bold in thinking, creative in exploring possibilities.

Strengths: provide clarity of purpose and courage to pursue new opportunities.

Weaknesses: can be too far ahead, too idealistic, or lose touch with the practicalities of today.


Type 3. The Mobilizer
The connector who turns ideas into shared energy and momentum. Skilled at rallying people and building coalitions.

Strengths: create engagement, ownership, and commitment across stakeholders.

Weaknesses: risk of pleasing too many voices, spreading attention thin, or avoiding tough trade-offs.


Type 4. The Producer
The driver who makes sure strategy actually delivers. Plans, prioritizes, and organizes for real results.

Strengths: translate vision into concrete steps, milestones, and progress.

Weaknesses: can become overly rigid, control-focused, or short-term, losing sight of the bigger picture.


Type 5. The Regenerator
The adaptive force who ensures learning, renewal, and resilience. Keeps the system alive in the face of change.

Strengths: spot early signals, experiment with alternatives, and foster adaptability.

Weaknesses: risk of constant reinvention, lack of stability, or undermining continuity.


Are you an Observer, Pathfinder, Mobilizer, Producer, or Regenerator?

#Big5ofStrategy #LeadershipDeveloment #StrategicCompetency #StrategicLeadership

Dr. Ajit Karunakaran

Why do some teams thrive under pressure while others collapse?
It often comes down to two hidden forces:

The level of psychological safety people feel.
The performance standards they’re held to.

Not just one of the two. Both.

Amy Edmondson’s framework shows how these forces interact, creating four very different team dynamics:

Apathy Zone (low safety, low standards): 
People disengage. They show up, but their minds are elsewhere. Minimal energy, minimal outcomes.

Comfort Zone (high safety, low standards): 
People are relaxed and friendly, but without challenge. It feels nice—but progress stalls.

Anxiety Zone (low safety, high standards): 
Pressure is high, but fear dominates. People play it safe, withhold ideas, and avoid risks. Performance suffers despite effort.

Learning Zone (high safety, high standards): 
This is the sweet spot. People feel safe enough to speak up, experiment, and fail, while being stretched to achieve ambitious goals. This is where true innovation and growth happen.

Here’s the key insight:
Psychological safety alone is not enough. A comfortable team without high standards doesn’t move forward. 

But also:
Performance standards alone are not enough. High standards without safety create fear.

Strong leaders cultivate both: they build an environment of trust and respect, and set the bar high enough to push people to their potential.

The best teams don’t just feel safe. They feel safe and challenged to do hard things.

Which quadrant are you or your people in today?

People think strategy is about predicting the future.

But real strategy is about creating the future.

There is this widespread idea that strategy is all about predicting the future. 
About being the one who knows what’s coming.

But in reality, no one knows the future, not even the best strategists.
The world is too complex, too interdependent, and changing too fast for that.

In such world, strategic strength is not about KNOWING the future. 
It is knowing how to SHAPE it.

The real skill lies in understanding how to influence the forces that will determine what happens next, not in pretending to foresee them.

Thist means:
- Seeing patterns before others do.
- Creating options rather than choosing between fixed paths.
- Mobilizing people and resources toward what’s possible.
- Executing with focus and persistence.
- Learning fast from what works and what doesn’t.

Shaping the future is not about prediction or control. It’s about agency.
It’s about realizing that the future is not something that happens to you, but something you actively create.

The strongest organizations don’t ask, “What will the future bring?”
They ask, “What future are we building?”

Strategic foresight is useful. But strategic capability, the ability to shape what comes next, is what truly sets great leaders apart.

What helps you move from predicting to shaping?

Strategy without a purpose is like a loaded gun without a target.
Strategy is powerful, but it can also be dangerous. 

Strategy is a powerful instrument. It concentrates resources, focuses attention, and mobilizes people toward a shared objective. Yet that same power also makes it dangerous. When it lacks a clear and meaningful purpose, it can easily become destructive rather than constructive.

A strategy without purpose does not simply drift. It acts, often forcefully, but without reflection about why and toward what end. It can consume energy, misdirect talent, and cause harm, even when intentions are good. Just like a gun, its effectiveness lies not in its design or its power, but in where and how it is aimed.

Purpose provides that direction. It turns raw strategic force into something intentional, responsible, and valuable. It ensures that ambition serves something greater than itself, and that progress has meaning beyond short-term performance.

Leaders sometimes forget that strategy is not neutral. It shapes behavior, culture, and ultimately, impact. Without purpose, those forces can turn inward or against others. With purpose, they align and uplift.

That is why every strategy conversation should begin not with “how” or “what,” but with the far more essential question: why.

In a world of chaos,  people look for new tools to cope.
But what if the tools are already there, and have been there for a very long time?

When facing new conditions, our first impulse is to look for and build new solutions.
Better frameworks. Smarter apps. More data.

But the best tool I’ve found for navigating uncertainty and chaos was written two thousand years ago. It’s called Stoicism.

Stoicism doesn't mean detachment or emotionless endurance. It means a practical philosophy that helps you stay grounded when everything around you shifts.

I try to apply it every day. Because modern leadership often feels like standing in a storm with no map, no script, and people looking to you for direction.

Stoicism reminds me to:
- Focus on what I can control. The rest is noise.
- View obstacles as opportunities. Every disruption hides a lesson or a leverage point.
- Accept what can’t be changed. Resistance wastes energy; clarity fuels action.
- Reflect daily. Growth depends on perspective, not pace.
- Act with virtue. Integrity, courage, kindness, which after 2000 years, are still the most radical and effective tools of leadership.

Stoicism is not escapism. It's the exact opposite.  It is leadership from the inside out: calm, clear, and anchored in what endures.

This ancient wisdom is exactly what we need for our modern chaos.

Which of these 10 stoic principles stand out for you?

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