Peter Luiks

following: Universities of Amsterdam, TU_Delft, INSEAD, Cambridge UK, Stanford, Caltech, Harvard, University of Beijing, Hong Kong Polytech, University of Hamburg, Uni Bochem, Carnegie Mellon, Princeton & Georgia Tech., University of Tokyo, UCLA, Boston University, MIT. Academie voor Bouwkunst Amst

Languages

German, English, French

About me

Fact Sheet - Peter R. Luiks

Networker, fun, innovator, serial entrepreneur, fellowship, friendship, Ricardo Semler, Charles Handy, TheGaggleHouse, culture, international, respect, result, make-it-happen, creative, cluster organization, NetWorkForce,

www.gaggle-international.com, Sancerre, humor, vision, problem solver, crisis manager, communicator, trading, Venture Capitalist, high level Trading & Brokerage.

Funding solution by Leverage on Collateral

We offer 15-20% down = a sum of 100-150% or more within 1 year time!!!

Our Gaggle International Corporate Finance Group focuses on delivering unique and innovative project funding solutions to our clients. We are able to grant those in need of funding, access into the very exclusive financial markets where immediate and unlimited capital is available for all legal, viable projects on a global basis. Our team has a wealth of experience in venture capital, mergers & acquisitions and joint ventures. We are present in Switzerland, Netherlands, Poland, Mexico, UAE, Egypt, USA, Singapore and Turkey.

Principal activity is the arrangement of project financing – for amounts of €200 million and above – for the private and public sector worldwide. Requests for funding are accepted and assessed on an unbiased case-by-case basis.

We are able to offer loan agreements where the loan is based on a 10-25% security from the Project side (i.e.: a bank guarantee or cash deposit) This security will be blocked for a specific time frame of 1-3 years, depending on the ratio between the security and the loan amount. The security will be returned after the agreed time frame unencumbered. The money placed on the Escrow account is insured as a
so called "on demand guarantee" by an independent Swiss Insurance Company.

Typical Loan Profile:
• Based on the ration loan amount – security we will have to be assigned as beneficiary for a time frame of 1-3 years;
• The interest rate will be between 3,5 – 5.0%, depending on the profile of the project;
• We are able to offer a grace period for two years maximum.
• The repayment period is negotiable between 10 – 15 years.

Proceeds of the loan will be managed and controlled by an escrow account in Switzerland.

Process:
In case you want to apply for this opportunity the following steps will be taken:
1. We will sign a Confidentiality and Non-Circumvention Agreement (NCND) between Gaggle International and your company.
2. Detailed project information - including business plan and information about the collateral – will be shared between you and Gaggle International.
3. In case your project is accepted, we will provide you with a loan agreement.
4. After the loan agreement has been signed we will do a due diligence on the borrower as well as the origin of the funds.

More information:
More information can be obtained via your Gaggle International
relationship manager or send an e-mail to:
legal@gaggle-international.com

The information provided is purely informative in nature. Should you wish to proceed in applying for a loan, or an equity investment consideration you expressly agree and acknowledge that under no circumstances can Gaggle International be held responsible for the content of the information provided. nor is it liable for any loss or damage whatsoever arising from the consideration or application of it.

About Gaggle International

Gaggle International is an international cluster organization.

It consists of a small core, the (guarded) formula, with around it a cluster of independent professionals and the most powerful global Venture Capitalists.

We connect independent professionals, finance, fund, trust and trade.
Shared vision, culture, fellowship and fun are our drivers.
Together we build a social business community.

There is a group of potential property and business investors from the Middle East who, because of their Muslim faith, are not permitted, under what is known as "Shari'ah Law" to enter into loans where the borrower has to pay interest.
Faced with that fact, many banks would erroneously reach the conclusion that Islamic financing arrangements are incompatible with Western conventional finance documents.

We work according to the ideas of Ricardo Semler and Charles Handy, where on basis of trust, own initiative and responsibility people work together. All professionals have complete autonomy within their competence and entrepreneurship, but enjoy the advantage of working together and creating synergy.

Main activity are major deals and financing, venture capital for the most diverse B2B activities as also financing major projects all over the globe.

We believe in the strength of our 'independent alliance' liaisons called NetWorkForce which creates a synergy between the professionals and different competences.

Director at Gaggle International
Entrepreneurship has never been easier.

Short Bio Peter Luiks

Peter has over 25 years of operating experience with software, technology, telecom, manufacturing and strategic consulting companies, special Envoy EU/Asia, Globalization Expert and International Board Level Advisor. He was Lead Technical and Strategy Consultant at several Defense industries in the USA from 1986-1989. Prior to that, he was Executive Vice President and CEO of Computervision Inc. Asia out of Hong Kong, the largest computer aided design vendor with revenues in excess of $1 billion in 1987 in the Asia Pacific region. While at Computervision he was responsible for a turnaround initiative that resulted in a 'Preferred Vendor Status' in China.

From 1990 to 1992, he was Executive Vice President Europe for a heterogeneous operability software company that developed and marketed the interactive operating systems software. The company went IPO in 1992. Peter began his software career at Applied Graphics Systems / CIS. He spent 12 years in the US and 13 years in Asia, worked all over Europe (from 1976 to 1982) during which time he became Chief Technology Officer and was ad Interim Country Manager in 11 countries.

Peter received several university degrees in architecture, computer science and advanced mathematics, marketing and 'cross cultural business conducts'. Today, he is a part-time professor at several of the top universities over all continents. Since 1992 he worked on all continents active as technology advisor, high level project manager, interim manager and board level advisor, leading High Impact Teams in complex programs. Today he is an international expert in productivity and sustained business presences in the rapid changing markets under the current global economic equilibrium shift. He lectures about globalization strategies and guides companies for retained Earned Value models all over the world.

The need to create an effective path for successful execution of the Flat World strategy is a critical issue facing both Western and Asian organizations. These organizations face critical issues in executing their strategic intention to improve revenue, profit and asset/risk management. Just briefly describe the four key barriers to successful execution of strategy in China:
1 culture,
2 organization,
3 performance,
4 the strategy management process.
This most important factor here describes the key factor in developing solutions to overcome the first barrier: Culture.

How can one overcome the cultural barriers to executing strategy in China? Practical case research since 1979 with hundreds of organizations reveals three critical factors for foreign companies, the latter two of which are relevant for Chinese organizations:
1 acceptance of cultural diversity
2 transparency
3 trust

American companies in China have a history of making costly cultural mistakes; somewhat more so than European companies that come from a more culturally diverse landscape. The presumption that all corporate enterprise processes and practices can be dropped directly into China without modification or revision is, quite simply, an error. As a seasoned China veteran I have an armful of stories to tell about such corporate mistakes.

The most fundamental approach for improving China strategy execution is to restrict or abandon corporate business and organizational assumptions about how to win in China. Managers and engineers who have years of on-the-ground China experience often have good ideas about how key issues should be addressed for improved business performance. These ideas are grounded in cultural assumptions somewhat different from those of western economies, creating the need for foreign corporate executives to improve their acceptance of cultural diversity. The practical impact of cultural diversity is that some processes and practices can and should be adapted for China, without relaxing standard global requirements that apply to ethical and legal behavior.

The second factor, transparency, is the flip side of that coin and it applies to both foreign and Chinese enterprises. China operations and business reporting should deliver greater transparency than standard quarterly financial reports. These financial lagging indicators tell corporate or conglomerate executives little about the reasons for missed performance targets, nor do they give any information about important strategic opportunities. Successful deployment in China of global best practices for strategy execution enables such transparency. This is especially true if China-based management provide quarterly drill-down performance analyses using both quantitative and qualitative information, with additional reporting of action plans and accountabilities for improvement. Such reporting enables corporate executives to travel up a steep learning curve for understanding the key issues for how to execute strategy in China. For Chinese executives at conglomerate headquarters, this information gives them visibility into the future for the enterprises under their control, and enables them to make more informed investment decisions to create improved financial results.

The third factor, trust, is fundamental for organizations anywhere in the world, but even more critical for enterprises in China. The need for trust is embedded in the psychological DNA of all Chinese employees. They have a deep and continuing need to trust: 1 that their enterprise will be successful, 2 that they will be treated fairly, and 3 that they have an ongoing opportunity to improve the quality of their life. Upper management must do more than talk the talk; they must walk the walk, and help to deliver on these requirements. The global best practice methodology for strategy execution provides the structure and practices to enable such delivery. Of course, collaboration across organizational boundaries is required for that delivery, but in this manner Chinese employees become engaged in creating their own success. This helps apply the glue for their longer term retention, a key factor that supports execution of the strategy in China.

Coping with culture is the first component in creating the path for strategy execution in China. As the Special Envoy for many multinationals and guide for SME's as well as goverment delegations, Peter now specializes on landing companies and organizations Eastward as well as Westward, with a focus on how to create strategies for retained Business alignment.

"Don't believe in circumstances. The companies getting on in this world are these who stand up and look for the circumstances they want or need and, if they can't find them will create these!"

The International Intangible Management Standards
Today’s Nr. 1 Value - in a single overview

Service, client satisfaction, skills, competency, knowledge, collaboration, engagement, motivation, quality, brand, image, and reputation…., they are all the key "soft issues", or "intangibles" a company needs as part of its foundation. So how important are these "soft issues"?

Poor service, unsustained productivity, customers unhappiness, non-engaged employees, low brand values, all have their origins in a lack of a company or organizational intangible intelligence as well as ineffective intangible management practices. To ignore these "intangible values" is like handing the keys to your cash-flow to the competitor. Slowly but surely, ignoring these intangible values will cause you to lose your competitive edge to more "intangibly intelligent / sensitive" competitors, and will even put you out of business. In short intangible management and intangible intelligence are the keys to enhancing competitive power in today's globalized economic systems.

Improving Non-Financial Performance is the next "big thing"!
Intangibles can and do impact financial performances and when they are mismanaged, they will destroy profitability, increase risks and costs. Most performance improvements today are "Hidden in Plain Sight". Proper Intangible management maximizes the effectiveness, minimizes the weaknesses, and fundamentally upgrades and improves the effectiveness of the widest range of well known management methods.

Non-financial transactions have been ignored and been mismanaged and caused substantial cost and risk reductions as well as service, satisfaction, engagement, productivity, sustainability, and shareholder value improvements can be created through their better management. They have escaped detection and recognition for years as people were unsure of how to identify, classify, measure, tackle and manage them. Over the years more than 40 international intangible standards have been developed to help shape the common language of intangibles.

At Integrated Business Alignments we specialize in mapping out these values whilst increasing service, satisfaction, engagement, brand, productivity, and shareholder, as well as Earned Value in topology.

"Attitude of mind, determines the Altitude of our Life and Work...., positive Attitude in All is everything as the true free Man is he who does not fear to go to the end of his dreams!!"

"The flutter of a butterfly's wings when amplified, can alter a hurricane's course on the other side of the planet!" Leave aside what the Global Economic Equilibrium Shift to Asia will cause!
This is not a poetic statement but a fact of the matter within the kind of description in the chaotic systems called nature or life. In other words, very small changes can create cascades into where whole states may shift and are perturbed. This is the effect Globalization will have upon us! -- Edward Lorenz; "The butterfly effect!" 1954!
We ALL can make a Difference if we want to be part of Change!!!

"I believe in educated intuition, that what you get through profound experience over the years, but also in the fact that, where as you are not scared in business, your dreams are not big enough!"

Dear Reader,

Whilst working in the international corporate life on C-levels, I was always struck by the fact that; whatever global consultancy Company was serving us, they were actually never serving our needs to our fullest desire. The global consultancy top companies were always wearing their 'own company's cap' or having their own interests first and second, serving our interests and our missions given to them!

Recently I received an email with these most honest and candid points brought up about consulting and globalization in Asia:

"Dear Peter,

It is my humble opinion that traditional consulting, as it is practiced in the 'West', will not thrive as a sustainable business model in the Asia. Indeed central to the success of the big consulting houses in Europe and the US is the protection of their core asset, their standard in-house methodologies. This business model is not sustainable in Asia where there is a natural (therefore good and free) dissemination of information through networking.

I've found that Asia is both ready and in need of a business proposition based on interim management as to enable the implementation of their Globalisation strategy (look at what the Chinese and Indians are doing in the US and Europe, and what the Singaporeans are trying to do in China and India). If the focus is on enabling their business to expand beyond present geographic activities I expect full support of the business owners. To get a buy-in for a proposition to improve their existing local operations will be more of a challenge, but one I am going for as well (I am thinking of revitalising some state owned enterprises in China safeguarding the interests of all stakeholders involved, especially the employees).

As they have to do in their own territory, Asian business leaders adapt well to changing business environments and specific requirements of their target markets. Compared to what European and American MNCs have done, they therefore take a completely different approach to international expansion and regional leadership. From the outset they want to put locals in leading positions. In return they want to learn from the new markets and use that knowledge to develop their own marketplace.

- The world is my Oyster, although I am also exploring outer space !! -

Asian businesses typically do not have our breed of truly global citizens and diversity practitioners within their senior ranks. Asian business leaders do not want consultants but are keen on international experts who can bring hands-on management experience. They want to bring in managers of a different kind who understand the art of making it happen, who can make strategic decisions on the hotspot based on little or no factual information of what is to be expected, and maybe most important, who are outside of the informal political power-structure that, they recognise, is frequently steering them away from sound decision making.

An evaluated option researched is the creation of a vehicle, a virtual organisation, for facilitating paticularly interim management assignments;

Â§ Requiring radical reform of the business with a strong respect for social issues and sustainability of the business rather than on pure shareholder value creation, I am thinking here of many State Owned Enterprises in China

Â§ International expansion of local Asian businesses into Asia (i.e. Singaporeans are failing on a large scale in their intentions to expand to China) and Europe (Chinese, Thai, Malay, ... many have a lot to offer but can't realize it successfully at this stage)

and using a variety of resources:

Â§ A virtual team of best practice interim managers - a High Impact Team

Â§ Anonymous funding, via a BVI vehicle, from potential stakeholders (industry networks, government organisations and companies) that as such get insight in potential opportunities

Â§ Funding from local and international investment community, local governments and donor agencies;

Â§ Strong marketing to get buy-in and support from all international stakeholders involved

Â§ Short term free Technical assistance, consulting and training from above, and other sources

Â§ An A-team of business alignment experts that are proficient in putting in place a simple but customized workable framework (infrastructure and off the shelf applications) that enables the envisaged change and that embeds the business and governance processes. They think the PMP and PMI influences as a holistic elixer here! - Totally forgetting about the quality people they should have as the ones that are in the seat of executing and running the overall PM Leadership here!

By pseudonym: Genghis Kubai Khan - AJ.

If ever an email matched my own experiences here, this one does 100%!

High Level Interim Management

Besides the above mentioned content and given the fact that calling in consultants in Asia is seen as a loose of face, a declaration of incompetence to the CEO in question actually needing advise and or assistance, let's have a look at the most radiant differences between Management Consulting and High Level Interim Management.

Features, functions and benefits of Executive Interim Management versus Management Consultancy

The following compares the attributes of Executive Interim management and Management Consultancy. The services offered by interim executives differ greatly from those offered by management consultants, both in terms of style and content. If the client is looking only for analysis and ideas, then consultants will provide this.

Executive Interim Management - IM <-> Management Consultancy - MC, a comparison

IM: Key skills implementation of an agreed strategy planning, budgeting and delivery leading the management team by full joint scope of work.
MC: Analysis of the sector and the company's competitive, comparative position; alternative strategies for improvement by report only.

IM: Methodology; The approach an interim takes will be based on practical experience of tried and tested solutions; may bring cross-sector experience.
MC: Consulting firms will pursue standard in-house methodologies and will be keen to propose new thought leadership ideas.

IM: Response speed! As analysis and implementation are handled by one person, speeding the change process.
MC: A multi-stage iterative sequential process acc. to script and procedures with split responsibility will slow the change process.

IM: Cost: A highly experienced senior interim executive will normally charge day rates ranging from Euro 1,000 to maximum 2,500. In some extreme cases I experienced huge amounts as high as Euro 5,000 p.d. here too though!
MC: Day rates for senior consultants exceed Euro 3,000 by far and for partners can exceed Euro 6,500.
Euro 1,800+ here buys you a 'graduate', age 25 - 33.

IM: Resources: The interim executive undertakes the assignment in person with a team of your own organization.
MC: The consultancy company will select from those employees who are off-the-clock. Senior consultant runs a team of more junior consultants - add to the total cost.

IM: Responsibility; The interim manager is given full executive or project responsibility. Result: Focus essential!
MC: The consultant advises on alternative courses of action, implementation is the clients responsibility. Reporting Part of client team reporting to the board no conflict of interest. Managed by their consulting firms.

IM: Skills transfer; The interim manager will act as coach/mentor and will offer objective advice if asked.
MC: Staff seconded to work alongside consultants will gain consulting skills. Shareholder value presure is resulting in biased advise.

IM: Incentive Motivated by change; when the changes are completed they look to move on.
MC: Variety, intellectual challenge and promotion (based on fee generation).

IM: Profile Experienced line manager, over 20 years experience.
MC: Professional consultants, MBA trained, varied but very small sector exposure.

IM: A 'good interim' rapidly understands a new client in usually say a week and that is why they are so effective. The IM knows his/her responsibility as the IM reports to You! 100%
MC: Consultants can be around for a long time never really understanding the client other than the company represented worked for.... and they report to... ? You....? 100% ..... ? No way!!

To discuss your interim management requirements with me call
Mobile: +31-6-10505014
or
Land line: +31-73-6210491,
or
Skype: peter2016

Please see also:

http://www.acfce.com

So, what does an Interim CEO typically do so in such a function?

- A CEO's Job Description -

Admit it. We all feel a touch of awe when someone has it: the CEO title. The power, the salary, and the chance to Be The Boss. It's worthy of awe! Too bad so few CEOs are good at what they do. In fact, only 1 in 20 are in the top 5%. Many do not know what their job should be, and few of those can pull it off well. The job is simple - very simple. But it is not easy at all. More than with any other job, the responsibilities of a CEO diverge from the duties and the measurement. A CEO's responsibilities: everything, especially in a startup. The CEO is responsible for the success or failure of the company. Operations, marketing, strategy, financing, creation of company culture, human resources, hiring, firing, compliance with safety regulations, sales, PR, etc. It all falls back on the CEO's shoulders. The CEO's duties are what he actually does, the responsibilies he does not delegate. Some things can not be delegated. Creating culture, building the senior management team, financing road shows, and, indeed, the delegation itself can be done only by the CEO. Many start-up CEOs think fund-raising is their most important duty. I disagree. Fund-raising is necessary, but the CEOs contribution is in building a superb business with the money raised. But what are the CEO's main duties?

Setting strategy and vision for sustained Earned Value is the CEO's first duty.
The senior management team can help develop strategy. Investors can approve a business plan. But the CEO ultimately sets the direction. Which markets will the company enter? Against which competitors? With what product lines? How will the company differentiate itself? The CEO decides, sets budgets, forms partnerships, and hires a team to steer the company accordingly. In this aspect the CEO performs as a top notch Programme Manager!

The CEO's second duty is building culture.
Work gets done through people, and people are profoundly affected by culture. A lousy place to work can drive away high performers. After all, they have their pick of places to work. And a great place to work can attract and retain the very best. Culture is built in dozens of ways, and the CEO sets the tone. His every action - or inaction - sends the cultural messages. Clothes send signals about how formal the workplace is. Who he talks to signals who is and is not important. How he treats mistakes (feedback or failure?) sends signals about risk-taking. Whom he fires, what he puts up with, and what he rewards shape the culture powerfully. A project team worked weekends launching a multimedia web site on a tight deadline. Their CEO was on holiday when the site launched. He did not call to congratulate the team. To him, it was a matter of keeping his personal life sacred. To the team, it was a message that his personal life was more important than the weekends and evenings they had put in to meet the deadline. Next time, they may not work quite so hard. The emotion and effect on the culture was real, even if it was not what the CEO intended. Congratulations from the CEO on a job well done can motivate a team like nothing else. Silence can demotivate just as quickly.

Team-building is the CEO's third duty.
The CEO hires, fires, and leads the senior management team. They, in turn, hire, fire, and lead the rest of the organization. The CEO must be able to hire and fire non-performers. He must resolve differences between senior team members, and keep them working together in a common direction. He sets direction by communicating the strategy and vision of where the company is going. Strategy sets a direction. With clear direction, the team can rally together and make it happen. Do not underestimate the power of setting direction. The success is due in no small part to every Intuit employee knowing and sharing the company's vision and strategy. If vision is where the company is going, values tell how the company gets there. Values outline acceptable behavior. The CEO conveys values through actions and reactions to others. Slipping a ship schedule to meet quality levels sends a message of valuing quality. Not over-celebrating a team's heroic recovery when they could have avoided a problem altogether sends a message about prevention versus damage control. People take their cues about interpersonal values - trust, honesty, openness - from CEO's actions as well.

Capital allocation is the CEO's fourth duty.
The CEO sets budgets within the firm. He funds projects which support the strategy, and ramps down projects which lose money or do not support the strategy. He considers carefully the company's major expenditures, and manages the firms' capital. If the company can not use each dollar raised from investors to produce at least $1 of shareholder value, he decides when to return money to the investors. Some CEOs don not consider themselves financial people, but at the end of the day, it is their decisions that determine the company's financial fate!

The above here is a mere tip of the ice berg as the start-up CEO is in general a Jack of all Trades. Most start-up CEO's have a 'creator profile' and personally I see a distinct difference between a start-up CEO and a CEO in a consolidated company phase. The more the company will grow over time, the more the role of the CEO will change. In stead of creator of the company he becomes the guardian of the company. Still setting policy, however in a more and more management team and shareholder consensus driven way. For many a CEO this is the time to change role with a different style leader. Only some CEO's bear both qualities. However personally I have seen too many start-up CEO's gone wrong in their consolidation phase. They actually would need a 'creator' type assistant in order to continue the lateral thinking part of the company as the too many times we see the bigger companies grow more and more rigid. This is where the danger part of a company sets in. Rigidity is the nr. 1 killing factor in large corporations were only the adaptables to change are the sole survivors. To assist here is the very reason the Centre for Consulting Excellence was established and exists.

Some more reality....?

OK..., how do you systematize innovation?

First of all: Controlled growth is the worst Enemy of innovation!!!

"You don't allow it"

You surround yourself with the best people that will challenge each other every day to make the best products possible. That's why you don't need any big proud posters on the walls around here, stating a mission statement. Our corporate culture is simple. We do evaluations, analysis, hierarchical decompositions of possibilities or problems, on white boards or flip overs. Mind mappings and brainstorming are done here, focusing on what we see as our client's number one desired and new routes to their most innovative new business paths!. This all in a world full of change due to the economical equilibrium shift, having the closest ties to the most brilliant institutes and visionaries in the world of innovative new products, new Ways of Working and so assuring for clients' sustained business prosperity.

The key here is to have the most brilliant and creative people, with a passion for excellence!
The Future of Competition = Co-Creating Unique Value together with Customers. Customers become Com-Pustomers in unique co sharing of value propositions in the 21 century High Impact Consulting! You teach and train, while running the projected mission in order to leave a sustained quality for Future Ways of Working at your client's site. The unique new paradigm shift in High Level Consulting, most nowadays consultants are still unaware of!

Most companies now mobilize innovation resources by deploying push systems, in the mistaken belief that they promote efficiency. Innovation Push systems-characterized by top-down, centralized, and rigid programs of previously specified tasks and behavior-hinder participation in the distributed networks that are now indispensable to competitive advantage.

More versatile and far-reaching pull systems - characterized by modularly designed, decentralized platforms connecting a diverse array of participants - are now starting to emerge in a variety of arenas. As pull systems reach center stage, executives will have to reassess almost all aspects of the corporation.

The Centre for Consulting Excellence chaired by the famous Prof. Tom Lambert is the leading edge, independent management consultants and top global management body of expertise in the world. We are well known for our down-to-earth key experts who specialize in complex issues covering many different areas. We distinguish ourselves from our competitor top consultants like also the big 4, because we don't write sole reports or we provide sole training. We work together with our clients to find useful, first time right, optimum solutions or execute whole Statement of Works if desired. The Centre is committed to making our clients the most successful. We achieve this by working closely with them, infiltrating within their organizations as a High Impact Team, to get the best for and out of their organization, make the most of their opportunities and put their ideas into practice. Our core activities are managing and offering advice to governmental institutions or on board level of corporations on complex issues, projects and change processes. Central to this is the strategic link between human talents, information and communication technology and their infrastructure of the developed environment in constant change. Our accredited member consultants and top management advisers combine global management and process flow management skills and their experience of project and programme management with their ability to work together in close teams, enabling their creativity and their drive to achieve global sustained results.

Transparancy in the work of very complex Program Management.

Most successful PM'rs usually make the very best COO's as well, as they know first hand and line what is at stake, what happens in practice and know and can judge f.i. the product lead-times, can judge sustained quality retention, non concurrency in design & manufacturing, they know about the over the wall hindered design isolation, in short: they know all the reality driving project events in a business, programme or process. -Been there, seen that, done that..!

Time and again I lecture and point out the very fact that organizations or business processes should be in total a topological alignment. PM's are people. Processes are run by people. Clearance / transparency in programme's or projects are not run by the Prince II's or the PMI tools or other in this world. They are mere tools to help visualize, keep track on and time the projects (in theory). In pure practice it are the PM'rs as top gun skilled people aligning / architecturing the projects with their experience and skills.

Communications and visibility for successes demand the right scope of work analysis, a joint Statement of Work based on the right High Order Structuring and hierarchical deconvolutions for first time right, within budget to optimum sustained quality ratios. Any good joint Statement of Work as prepared with the aforementioned basics, will have to deliver weekly progress reports in which all transparency of the programme or project is showable by all, even per task manager.

These weekly progress reports must contain the following items;
- progress made in line with the joint signed SoW,
- budget spend in line with the joint SoW,
- show potential mismatches detected and how to recover in time as well as cost etc.
- produce concise what if scenario retunings upon progress in order to keep reality in alertness
- show the goal statement for the next week clearly
- will be mapped in topology on each task, devision as well as project in order to produce a concise over all progress made

By doing this the contractor has a 1 on 1 view on all successes as well as drifting of scope (and they should not happen if the preparation was done first time right!) As these progress reports are done as of task level, the project manager combines the input in an Executive Summary which again form the input for the Programme Manager to have the hand out progress report ready on a weekly basis in line with the joint signed SoW.
All reports are available for check and read in hard copy as well as on line!

In complex Programme's most of the time the majority of the Project Managers are part of the High Impact Team, as well form the projects' management team, leading cross-functionality within the teams of professionals even within or on a 'cross matrix' based performance. This however is requiring the utmost skills in leading teams as well as controlling a right breakdown in variables, being able to delegate on predefined levels of the granularities derived from a most accurate hierarchical programme / project deconvolutions.

:. Transparency is warranted like this, so is the visibility of progress, as well are the successes made, the jointly agreed upon increased Earned Value in progres and achieved so far..!!

Short Bio. Peter Luiks.

Peter Luiks is a recognized global Interim Executive leader and visionary in global knowledge transfers, new innovations, high level business development and an executive and advisory board member of the Centre for Consulting Excellence UK. He has provided a broad range of management and consulting services for more than 15 years to corporations, industries, multinationals, defense contractors, consultancy groups and other related organizations. As early as 1984 he began concentrating on improving knowledge brokering services as consultative selling aids. He was instrumental in the early day developments for today's high level global industrial automation systems. He spearheaded Project Design and Manufacturing Automation, served as a global corporate executive for multiple industrial and manufacturing automation companies. In 1987 he became an expert in Computerized Combat Command Control and Intelligence (C4I) defense systems related Contracted Research and Development (CRAD) programs in a Tempest B2 ultimate High-Tech classified environment in Western Europe and the USA.

He is a broad skilled Global Business & ICT strategist and facilitated and managed a.o. the model evolution of the open standard integration, the OSI-stack for heterogeneous interoperability software in LAN, WAN, ICT and Telecom infrastructures and the Web enabled Internet applications as we know it today. He is in the forefront of business and automation development as well as global management assistance that encompasses interdisciplinary new business assets, continuing (Computer Assisted Research Engineering) CARE and sensitivity to the classic industries and their conventional needs, technical as well as managerial. His focus is always on providing the best services in strategic planning and corporate positioning, collaboration, marketing studies, organization and productivity, corporate governance and customer relationships. He is an expert high level process consultant with extensive experience in facilitating programs and task forces to build consensus and develop shared visions for board level executives and other management collaboration, joint ventures and merger situations.

A very experienced key note speaker and consultancy facilitator who has addressed hundreds of management organizations, conventions, global seminars, and has particular expertise in integrating strategic management issues. He has spoken before universities, NATO, defense and manufacturing associations, including Global Leadership Forums, the Global ICT Congress, the American Society of Manufacturing Engineers, Academy for International Marketing, the University of Georgia Technology Institute, the California Defense Association, AFCEA, China International Trade and International Commerce (CITIC), which he helped to be founded in 1985, the Asian Marketing Association. His published articles include "Repositioning the Organization," in Executive Excellence, CIM a problem of Topology! in Business Week, 'Concurrent Design and Manufacturing', "Turning Corporate Innovation into a Creative Alliance" in Telco Competition Asia, and "Redefining the Organization" in Manufacturing and Design Weekly. Amongst other he was the founder and facilitator of the International Business Brokers League.

In 1992 he co-founded International Business Liaisons Inc.- IBL International Interim Management out of Hong Kong, the first global knowledge broker company of which he was CEO for the initial 7 years. For more than ten years he was one of the key knowledge brokers, where he served on hundreds of global knowledge broker missions, board level advisor ships and was leading several of the global highest level projects in the Air Framing Industry, Micro Electronics, E-Business, Utilities, Airlines, Procurement, Banks, Trading Organizations, Defense related High Tech, Consumer Electronic Companies, Telecom, Micro Electronics, Leading edge technology and ICT. He also has been a principal associate and technology advisor to many Venture Capitalists in the world. With Computervision, ICS Interlink and International Business Liaisons he held positions as Executive Vice President for the US, Asia - Pac Rim and Europe and acted as CEO, COO, CIO, CCO, CMO and CTO.

Today, Peter is a member of the Executive & Advisory Boards of the the new global International Centre for Consultancy Excellence, with a global presence by establishing strongholds in the USA, Europe and Asia, providing a pan global credibility in solving major current issues in the equilibrium shift in economics and its problems and the changes which play a concurrent role here for almost all corporations, ministries and industries in today's world.

The Centre's activities largely take place on government projects and board level advising - corporations ongoing in relation to new paradigm shifts being made on the global business front. Global heavy duty missions will be carried out by our, so called, High Impact Teams (HITs), each team varying in its make-up and will be comprised of the best experts the world has to offer drawn from their respective disciplines, so that these Teams may serve our clients' needs in full.

The message to the client as Interim Executive Managers is; we are engaged in your mission, driven by your goals and objectives, geared to deliver optimum cost / delivery ratio, according to a joint written statement of work, with a focus on Knowledge Transfer. The general aim being; to accelerate the ability and the expertise of global industries to become a full and equal partner under the shifting Global Economic Equilibrium, with a better sustained profitable market presence!

The work of the new International Centre for Excellence in High Impact Projects is all about the execution of value propositions for its clients in the different parts of the world to enable them to compete globally! The scope/result ratio per assignment carried out will be unique for each client and may never be repeated again in the same, architectural, way of working, shape or format, as they will be target-directed to the specific assignment given!

Knowledge Transfer is as a vital component, the coordination of the provision/transfer of access to new innovative and better ways of working, by shared global knowledge and new networks, that will work both ways for companies, industries and economies, providing competitive comparative advantages, in order to come to a seriously needed level of Economic Equilibrium in the future world economies! Tageuchi was so right in his statement that the only way to sustained quality is to build quality in! Whether in products, company strategy, management, information or any other vital part of having an effective, quality sustained managed business today.

The ASIA Centre for Consulting Excellence

The Centre for Consulting Excellence in the UK (global HQ), is currently involved in the creation of an Asia based Centre for Consultancy Excellence together with the Centre for Consultancy Excellence UK, chaired by Professor Tom Lambert the famous author of 12 bestsellers, translated in 28 languages, as its Chaiman.

The background of why we want to establish an Asian Centre of Consulting Excellence, is to benefit Asian Corporations so as to bring them onto not only on-par with their now Western counterparts but also for them to become in themselves, new trend setters in the 21st Century's Global Economy.

We don't believe in circumstances. The companies getting on in this world are these who stand up and look for the circumstances they want or need, and, if they can't find them, will create them!

Working in the international corporate life, on C-levels, I was always struck by the fact, that whatever top global consultancy company was serving me, they were seldom serving my true needs to the fullest extent. The reason we consider this to be true is that they are always wearing their 'own company's cap' or have their own interests first and foremost. Being a firm believer that reality is driving all events in this world, I always had a very strong desire to do better and be more focused on the clients' real needs. This desired new approach on our part has resulted our decision to create a true global consultancy excellence company, which has a flexible structure tailored to the clients individual needs, so as to provide unbiased advice and not pushed by shareholder value (other then the client's ones) and which would be immune to the need or objectives to make a certain annual turnover.
In short: a Pan Asian Centre of Excellence in High Impact Interim Management.

We plan to establish the new HQ in a neutral Asian territory/country. At a later stage, and when deemed appropriate, we plan to have additional strongholds and partners, as part of an enormous network, all over Asia, from which base, multidisciplinary, rapid deployable task forces are teamed-up for local, regional as well as global missions.
Countries in which we envisage local Centers of Excellence include, amongst others are; Thailand, India, Malaysia, Singapore, Indonesia, Vietnam, Mauritius, Sri Lanka, The Philippines, Hong Kong, China, Taiwan, South Korea, Japan, New Zealand, Australia a.o.

The Centers' activities will largely take place on board level, advising corporations ongoing in relation to new paradigm shifts being made on the global business front. Heavy duty missions will be carried out by our, so called, High Impact Teams (HIT's), each team varying in its make-up and will be comprised of the best experts the world has to offer drawn from their respective disciplines, so that these Teams may serve our clients' needs in full. The message to the client is; we are engaged on your mission, are driven by your goals and objectives geared to deliver optimum cost / delivery ratio, according to a statement of work, with a focus on Knowledge Transfer. The general aim being to accelerate the ability and the expertise of Asian industry to become a full and equal partner in the Global Economic Equilibrium shift!

The only predefined formula for developing these High Impact Interim Teams in global missions will be that these teams are recruited based on your special needs which are tuned to the mission and whose members have proven track records in implementing the appropriate action plan to a predefined scope of work. During these missions we will work together with our own central pool of top global experts and individual specialists who will respect your mission statement and goals! In other words; True client's mission, scope and objectives delivered to the fullest! They will not deliver you a mere report and a bill. The Team will be your very own business unit in order to create competitive, comparative advantages for your corporate missions.

The work of the new Asian Centre for Excellence in High Impact Consulting will be all about the execution of value propositions for clients in Asia to enable them to be able to compete globally! The scope/result ratio per assignment carried out will be unique for each client and may never be repeated again in the same, architectural, way of working, shape or format, as they will be target-directed to the specific assignment given! Knowledge Transfer is as a vital component, the coordination of the provision/transfer of access to new innovative and better ways of working, by 'shared' global knowledge and new networks, that will work both ways for companies, industries and economies, providing competitive comparative advantages, in order to come to a seriously needed level of Economic Equilibrium in the future world economies! Taguchi was so right in his statement that the only way to sustained quality is to build quality in! Whether in products, company strategy, management, information or any other vital part of having an effective, quality sustained managed business today.

"Leadership is the power and capability to influence others into aligning their values to what benefits the larger whole."

N E T W O R K I N G

Please find also my extensive network on LinkedIn: >17000 + connections!

https://www.linkedin.com/e/fpf/663778
and feel free to join my extended globalnetwork there by use of my email: prluiks@home.nl

The Club of Amsterdam

The Club of Amsterdam helps you to shape your future in the new economy where up to date Knowledge based Change is the single vital ingredient in order to prepare for your business strategies. The Club of Amsterdam is an independent, global think tank that supports global business leaders and knowledge workers to form new opinions, visions and agendas about future developments and the changes that form the only constant for us all!

The Club of Amsterdam provides resources through publishing and organizes events, seminars and workshops.

http://www.clubofamsterdam.com

PRIOR INTERIM ASSIGNMENTS

INTERNATIONAL BUSINESS ALIGNMENTS Inc.

- International Interim Executives, Corporate Governance Managers / Advisors & Global Knowledge Brokers -
High Level assignments during the period 1992 till present acting as:

- Leading international Interim High Impact Management Teams
- Project / Programme Director
- High Level Interim Project Manager
- Global Strategy Advisor
- Interim Board Level Advisor
- Interim C-Level Executive
- Project Director

Global Knowledge Broker. The exchange, advising and transfer of knowledge within and for global industries or governments, in order to come to better ways of working within organizations and/or global operations for increased productivity, sales, turnover, know-how, strategic operation focusing and providing as well in the Western world as also in countries within the Pac Rim and other locations. Knowledge is what most Western countries have still left, which represents a tremendous value on a global scale.

Knowledge transfer based structured introductions in global enterprises for a better way of working. QFD by cross cultural introductions of ways of working against build in assured quality production flows. Awareness in cognition and cognitive knowledge based ways of working.
Global economies need to find their equilibrium back, in order to come to an acceptable trade balance, where the new shared knowledge will benefit us all in the new world economics.
Operations conducts in the European Community, Belgium, China, Malaysia, Singapore, Australia, Japan, USA, the Netherlands, Japan, CIS Nations, Ukraine and Indonesia.

Industrial/Economic Advisor & Business Development for the restart of the Dutch Airfraiming Industry: Fokker Aircraft. Fokker is one of the oldest aircraft / airframing industries in the wold founded by the Dutch pioneer Anthony Fokker. Since the current global airlines are in heavy demand for 70 - 100 seating airplanes, the initiative was taken by a current pioneers / entrepreneurs, Airline Specialists, owners of several Global Airlines in order to do a restart attempt in the Netherlands.

Ministry Traffic and Water Household, The Hague, Netherlands
Project Director, Technical Team - Kilometerheffing (Governmental Road_Charging_Project)
Responsible for all GPS, DSRC, GPRS, GMS + open standard architectures
Leading 27 top project and task managers in a team producing all industry specs.
Rapid prototyping within the industry. Total team progress responsibility for the project.

TCO - CIO Telecom Carrier in Switzerland, The Carriers' Carrier in global Telecom with a global presence. Reduced cost of operations $ 65 million within 2 month of operation by streamlining the company, cutting overhead and luxury spending only. Reducing and streamlining the NOC and rationalizing POP use.

QWEST Telecom, Denver, CO. USA
Interim Executive - Consultant OSS, BSS implementations in Telecom
* Joint business plan Qwest - KPMG - McKinsey - Boston Consulting Group
* Chairman of the joint chiefs of development within the different projects.
* All OSI aspects to be merged in Telco to come to seamless E-Commerce results.

Management & Advisor ships within a.o; Telecom Carriers; Mindport, Carrier1. Int. KPN-Indonesia, AT&T, PacBell, Hong Kong Telecom and NTT.
* International Executive -Consultant Procurement for the Airlines; KLM, Cathay Pacific, SAS, Sabena, United and Lufthansa
* Strategic Advisor Ing-Barings Bank and Board Level Advisor Jardines Group, Hong Kong.

Global Governance Strategy Manager- advisor to the CIO of Philips-CE.
Information Technology; for all global IT plus its global program rollouts. SAP,
BAAN, ERP, Siebel, i2, Training Coordinator and Global Program Manager.

Board Level Consultant at Verisys Design Automation, Fremont, USA and Berlin Germany - System on Chip Model Checking and verification software developments for Synopsys Inc., Intel, Motorola and AMD. Venture capital negotiator.

International Consultancy Manager Nokia - Introduction of high level Project and Program management Organization (IPPO), in all their international telecom divisions.

Business Development Contractor (sales) Microprocessors Asia - business contracting for embedded 16, 32 and 64 bit RISC/CISC processor technology embedded system applications & ATM. Turnover >$800 million, as result of 12 open processor architecture sales done.

Change Manager Applications HP/CONVEX SIMD/MIMD applications in parallel processing. Defense related as well as normal research applications.

Technology Knowledge Broker - Dansk Technologic Institute; industrial technology ICT solution implementations, QFD and PLD in IT in the Asian territories.

Program Manager Boeing-McDonnell Douglas; Airframe Manufacturing Plant Building Manager, plus architecturing all ICT involved, Shanghai, China. MD-80 production line and introduction of new PLD systems. Plant today is the world's only MD-80 manufacturing site, now under Boeing.

IT Business Contractor / Senior Consultant at NEC, NTT, Toyota in Japan as well as the international strongholds in the US, Africa, Europe and Asia. Ongoing advisor to the boards concerning new Global Strategies and other corporate affairs.

Vice President Business Development, E-Commerce Germany. One of the first real successful E-Business ventures in the world.

Productivity Enhancement Advisor; Sime Dharby group Malaysia and PT ASTRA Group in Jakarta Indonesia.

Board Level Advisor Technology and Business Development Advisor to ALPS, Japan, Daimler Benz, Philips, Unilever, HKSB Bank, ABN-AMRO Bank, Mannessman, SAS, CIS Singapore and Software AG.

Board Level Advisor to SHARP in Nara/Tenri, Osaka and Tokyo setting up strategy for global embedded systems penetration and partner management program launches in USA and Europe. Sales result 1.y operation $450 million.

CEO & Founder of International Business Liaisons Inc. in Hong Kong. Opening the company with the assignment of Strategy Consultant to CITIC, in Beijing, Shanghai, Wuhan, Shenzen and Guangzhou. Turnover Y.2000: $385 million.

Ongoing Advisor / Board Counselor to the Global Association of International Business Inc. in regards to cross-cultural business strategies.

PROFESSIONAL COMMISSIONED CAREER EXPERIENCE

1990 - 1992:
Business Development Manager Europe - Executive VP Sales
ICS Technology Inc. Europe (Paris-France)
Responsibility for the total new start-up, roll-out and presence of the then new heterogeneous networking software for full OSI integration of IBM, Digital, UNIX and PC platforms throughout Europe. As an IBM partner made 52% of the global turnover within Europe. Company did successful IPO in 1992. Turnover Europe 1991: $126 million.

1987 - 1990:
International Business Development Director - Programs Director Advanced C4i Technologies
DEVTECH International Inc. - General Dynamics (Germany - USA) - Tempest B2 Classified.
Production systems for advanced materials; materials of a non-isotropic nature, stealthy for most common radar- and other signature deconvolution equipment. Aspects involved and key activities:
High Impact Teams in a cross matrix organization whith only the 'very BEST' of the Western world!
Project management for new aircraft constructions. Project management 12 D.o.F IT Robotics in manufacturing systems. Heavy calculation and feasibility simulations. Super computers; SIMD & MIMD. Project manager Self Supervised Learning & Tactical Decision makin