Recent Submissions

  • The three layers of strategy

    Verweire, Kurt; Peeters, Carine (2018)
    In the past, strategy was simple. You could identify a profitable industry, build a competitive advantage and then protect that advantage at all costs. But in today’s complex and turbulent world, traditional models don’t always apply. Rather than focus on building a sustainable advantage, today’s organisations need to be flexible and agile – ready to move rapidly from one advantage to the next. They need to experiment and innovate. And managers who want to build a sound business strategy need to think in the present, the near future and the further-away future – all at the same time. This white paper examines different theories of strategy and combines them into a new, single, integrated approach – the three layers of strategy.
  • Access decision-making in the Belgian Commission for reimbursement of medicines 2010-2017: Investigating the readiness for value-based pricing

    Van Dyck, Walter; Schoonaert, Lies; Geldof, Tine; Govaerts, Laurenz (2018)
    To balance the societal need for affordability of medicines with the industrial need for sustained innovation, the present pharmaceutical technology supply-driven system needs to become a societal demand-driven system. Value-based pricing is considered to be a key component of such a system, next to the conditional dialogue between payer and industry we proposed in previous work (Van Dyck, De Grève et al. 2016) in which it should be embedded. To find out how far Belgian pharmaceutical healthcare-related decision-making has evolved within this paradigm, we empirically investigated the access and reimbursement decision-making of the Belgian Commission for Reimbursement of Medicines (CRM) for the period 2010 – 2017. We combined this investigation with previous work in a meta-analysis in order to have the most complete picture possible of the present factors influencing decision-making in the Belgian system.
  • From enterprise architect to opportunity architect: the Changing role of enterprise architecture in a digital transformation context

    Bontinck, Greet; Cumps, Bjorn; Viaene, Stijn; Bille, Wesley; Vanden Brande, Joachim (2016)
    While digital transformation is of vital importance for companies and is clearly a boardroom concern, enterprise architects are having a hard time using their skills to digitally transform their company into a nimble, quick and agile one. The white paper “From Enterprise Architect to Opportunity Architect” outlines a number of findings from 13 case studies of companies in Belgium: there are opportunities for enterprise architects who can get to grips with and understand the customer journey.
  • How to position yourself as a Fintech Ninja

    Holvoet, Tine (2018)
    Real change is not merely loading or updating, but upgrading financial services.
  • The batteries of change. Is your organisation energised for change

    De Prins, Peter; Letens, Geert; Verweire, Kurt (2018)
    This white paper by Prof Peter De Prins, Prof Geert Letens and Prof Kurt Verweire sets out a new change model and outlines how you can use it to make lasting, effective change happen in your organisation.
  • Future-proof tariff design: Recovering sunk grid costs in a world where consumers are pushing back

    Schittekatte, Tim; Momber, Ilan; Meeus, Leonardo (2017)
    Traditional analysis of distribution grid user’s reaction to tariffs assumes a low price sensitivity and a lack of alternative technologies to grid connection. This is radically changing with two technology breakthroughs: (1) Photovoltaics (PV) enable domestic and commercial consumers to self-produce energy; (2) Batteries allow self-producers to set both their grid energy and capacity parameters. Contributing to the state of the art, the grid cost recovery problem is modelled as a non-cooperative game between consumers. In this game, the availability and costs of new technologies (such as PV and batteries) strategically interact with tariff structures. Four states of the world for user’s access to new technologies are distinguished and three tariff structures are evaluated. The assessed distribution network tariff structures are: energy volumetric charges with net-metering, energy volumetric charges for both injection and withdrawal, and capacity-based charges. Results show that the new distribution world -open by new technology choices for grid users- is highly interactive and threatens grid regulation not understanding it.
  • Assessment of cost-benefit analysis for offshore electricity infrastructure development

    Bhagwat, Pradyumna; Schittekatte, Tim; Keyaerts, Nico; Meeus, Leonardo (2017)
    The application of cost-benefit analysis (CBA) for offshore electricity infrastructure projects with a pan-European impact is discussed. An analytical framework for the evaluation of CBA methodologies is presented. The framework is then applied to assess the CBAs of three offshore infrastructure projects (EWIC, COBRAcable and ISLES). Overall, the CBAs assessed already comply with several dimensions of the analytical framework. However, based on this assessment it is found that scope for improvement in quality exists in three areas namely, in considering project interactions, in dealing with uncertainty and in making the results between CBAs comparable by ensuring full monetisation. Furthermore, the research also confirms the view that a common harmonised CBA methodology is essential for selection of PCIs.
  • DSO-TSO cooperation issues & solutions for distribution grid congestion management

    Hadush, Samson; Meeus, Leonardo (2017)
    The role of DSOs is evolving due to the increasing penetration of intermittent and distributed energy resources in the distribution system. On the one hand, TSOs are accessing flexibility resources connected to the distribution grid. On the other hand, DSOs are actively managing distribution grid congestion, moving away from the conventional fit and forget approach. As a result, the need for DSO-TSO cooperation has become increasingly important. In this study, we first discuss market and grid operation issues related to different system states and the corresponding congestion management approaches. Second, we discuss possible solutions that are inspired by inter-TSO cooperation solutions as well as solutions that are being adopted by DSOs. Our findings show that the issues are rather similar both at transmission and distribution level; however, the need for cooperation and the solutions will depend on where structural congestion will occur and which borders will be managed.
  • Future house of rewards - Reward systems in an era of longevity

    Baeten, Xavier; Loyens, Said; De Greve, Bert (2018)
    This white paper by Prof Xavier Baeten, Said Loyens (Vlerick’s Centre for Excellence in Strategic Rewards) and Bert De Greve (Hudson) proposes concrete and evidence-based ideas on how Belgian firms should manage wage setting in the future.
  • 4 Observations about generation Y

    Buyens, Dirk; Van Cauwenberg, Silke (2016)
    Key insights: For Generation Y, the need to make friends in the workplace is no longer as crucial. Work-home balance is becoming increasingly important for new employees. Less and less employees are willing to promise a flexible attitude towards their employers. Generation Y employees don’t necessarily want to change employer
  • Your Vlerick guidebook for staying ahead of the (political) game. How to navigate office politics

    De Stobbeleir, Katleen (2017)
    Key insights: Think before you speak. Manage up to a point. Practice influence. Hone your powers of perception. Learn to network. Be sincere
  • When customer journey thinking meets cost-risk analysis. Discover the consumer-based, crossover marketing strategy you can successfully apply to any business

    Goedertier, Frank (2017)
    Key insights: The essence of marketing should always be your customer. Ask yourself which costs and risks customers run into when they are (thinking of) buying a product. By adding a layer of cost-risk analysis to the traditional framework of the customer journey, you immediately gain leverage
  • Four myths of digtital disruption

    Debruyne, Marion (2017)
    Key insights: Disruption does not hit you overnight, it’s been there for a while. Your customers don’t want you to change. Talk to customers you don’t have yet. It’s not going to be helpful for your business to focus on one single player in your search for a disruptor. Be prepared to try and fail – several times if necessary.
  • Creating business value with big data

    Isik, Öykü; Vanderheyden, Karlien; Backe, Philippe (2017)
  • 10 Truths about negotiating

    Jordaan, Barney (2017)
    Key insights: Listen in a way that encourages others to talk. Talk in a way that will encourage others to listen. Be prepared – those who prepare best do best. Try to see issues through the eyes of the other party. Adopt a positive mindset. Focus on creating and claiming value.
  • Success factors evolve with the organisation and the entrepreneur

    Verzele, Frank (2017)
    Key insights: Success factors evolve with the organisation and the entrepreneur. Every growth phase requires a different leadership style. Financial capital, human capital and cultural capital are the 3 key success factors for your organisation. Involved entrepreneurs learn, inspire and delegate. Don’t be afraid of creative and proactive initiative
  • 4 Myths about employee engagement

    Dewettinck, Koen; Van Cauwenberg, Silke (2017)
  • HR Barometer 2017. HRM trends and challenges in Belgian organisations

    Defever, Emmy; Volckaert, Ellen; Buyens, Dirk; Trbovic, Nikola (2017)
    The HR barometer is a yearly initiative launched in January and involves two parts. The first part of the barometer focuses on the strategic importance of different HR practices and policies, so that over time, the shifts in these priorities can be explored. The second part examines a hot topic in HR. For this edition of the HR barometer, we look into the topic of HR impact on the organization. This report provides you with an overview of the most important findings of the study in 2017 and the shifts compared to 2016, based on a quantitative analysis of the HR priorities of leading Belgian organisations.
  • HR Barometer 2016. A survey of HR managers of the BEL20 and the 200 biggest Belgian companies

    Buyens, Dirk; Vandenbroucke, Astrid; Defever, Emmy; Volckaert, Ellen (2016)
    Key insights for you: Hudson and Vlerick Business School mapped the trends and challenges for HRM at leading Belgian companies by way of an HR Barometer. The main conclusions of the HR Barometer 2016 are: Leadership development remains top priority for HR departments. Talent management, the attraction, development and motivation of talent in the organisation is still ranked a clear second. The recruitment of older employees, foreign members of staff and people with disabilities is ,despite the social focus, not an objective in itself for HR departments.

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