This page consists of a selection of talks that Arie has given over the past few years.
BUSINESS AND HUMAN RIGHTS-THE ROLE OF LEADERSHIP, June-98
In today's world of immediate perception through information technology, it becomes unbearable to live with the knowledge of flagrant violations of Human Rights. We have made already the step of breaching the sacred "sovereign power" of the nation-state and interfering with national leaders not to commit the very worst of crimes against humanity. We are, even, very close to setting up international Courts of Justice ...
COMPANIES: WHAT ARE THEY?, January-95
During the 1970s diversification was all the rage among oil companies (and not only oil companies). But by the early 1980s serious doubts had surfaced in the Shell Group about the wisdom of moving the business portfolio away from oil and gas.
COMPETITIVE STRENGTHS, NOW AND IN THE PAST, October-04
I was greatly interested to listen yesterday to what it is it that you, the Turkish entrepreneurs are struggling with in the year 2004. I've been asked to give the micro view: to look at the subject of this conference and to look at it from a company point of view. There are 2 keywords in the title of the conference: one is competitiveness, and the other one is globalization. Listening yesterday, I got the impression that they are words that translate concerns in your mind. How can you be competitive in the wider world when you move out of Turkey? Even if you don't move out, the wider world will come here and play on your stage. So who are these people and these companies and organizations that you will meet when this game develops?
CULTUUR, LEREN EN DE CULTUUR VAN HET LEREN, December-94
De Lerende Organisatie staat in de belangstelling. Vooral in de Angelsaksische landen is veel advies verkrijgbaar, hoe men zo'n lerende organisatie in elkaar kan zetten. Aldus gesteld, klinkt het alsof er bedrijven zijn, waarin helemaal niets wordt geleerd. Ik zou vandaag willen beginnen met een hypothese, die zegt dat dit een fout uitgangspunt is: "Alle organisaties leren, maar sommige leren beter dan andere" ...
DE LEVENDE ONDERNEMING; OVER LEVEN EN LEREN IN EEN TURBULENT, April-98
De vraag "Is er leven na de olie?" gaat nooit helemaal weg uit de denkwereld van een olie maatschappij. En als je leven wil nà Olie, dan moet je wel proberen nu al een andere "business" te zoeken. Het is dan ook niet verwonderlijk, dat in het begin van de jaren '80, de planners in Shell weer eens een studie deden over diversificatie ...
DECISION-TAKING AND HOW TO ACCELERATE IT, March-05/usr/library/documents/main/decsion-taking_2005.doc
How do organizations arrive at their decisions and how long does it take them to have the resultant action implemented? The premise of SOL is that organizing the decision-taking as a learning process can lead to halving the time to implementation. But the premise that the decision-taking can be seen as an organisational learning process raises questions. Is the learning of an organization just the sum of the learning of the individuals in that organization or is there a knowledge level of the organization as a whole? Research from evolutionary biology provides some answers and some pointers towards the way that organizations should organise to become faster learners and more innovative than their competitors ...
LA PRISE DE DÉCISION ET L’APPRENANCE, January-06
Après 30 ans chez Shell, je me suis retrouvé dans une position de grand luxe avec le titre de Group Planning Coordinator. J'avais un budget de quelques millions de livres et j'avais disponibles 50 des cerveaux les plus développées de Shell. Aussi, après 30 ans chez Shell, j'avais accumulé toute une série de questions auxquelles je n'avais pas beaucoup de réponses. Et ce que j'aimerais faire, c'est vous ramener sur le chemin de recherche de ces réponses pendant les 7- 8 ans qui suivaient ...
LONG-TERM THINKING IN A CHANGING SOCIETY, October-04External link
Concerning "Long-term Thinking in a Changing Society" with a special emphasis on companies, one can ask the basic questions - what is it, why do we do it, and how do we do it. Since we've had a lot of the "what" I would like to concentrate on the "why" and the "how". Why would we do long-term thinking? Those of you who are in business know that you need long-term thinking because you have to take decisions, some of which may have consequences for the next 25 years. Decisions like building a new factory or - in an oil company - starting a new oil field ... For English version visit: /usr/library/documents/main/inthelongrun.doc For German version visit ...
MANAGING FOR PROFITS OR PEOPLE: DO WE HAVE TO CHOOSE?,
I want to talk about the things that have been intriguing me during the last year. It is the dilemma, or dichotomy, of profits (capital) on the one hand and people on the other. The underlying question for management is, do we have to make a choice? And that is in the face of a public debate that is raging in the US, certainly in my own country, the Netherlands, and to some extent here in the UK. In the UK, if you read the Economist, it is hardly a debate, there is no choice, it is capital. That is what I would like to muse over with you and walk through ...
REGENERATING THE NATION, November-98
The fear for exclusion in business goes back some 20 years. It was felt by companies that make "things". In the late Seventies, the talk had started about the "Post- industrial Society." Initiative VOLVO -> Tällberg: ""what does it take to be a successful business in the post-industrial society?" or, rather, the negative version of the same question: "Are makers- of - things going to get killed or become 2nd rate citizens?" - "Are we moving, at least in our Western, developed societies towards a world of "services", rather than industrialised products?"