Management Drives and her certified partners are often discussed in the media as a result of publications and articles. Below is a selection of these publications.

  • Quality in Business Publication: Lean management in relation to the drives of individuals

    When implementing Lean management in an organisation, the culture and behaviour of those in the organisation play an important role. This article shows how more insight can be obtained into the culture within an organisation and how this insight can be used to achieve better results. By Carla van der Weerdt-Norder and Cor Keijser.

  • Management Drives Field Book

    The book “Management Drives Field Book” from Management Drives was published in 2009. The book focuses on the functioning and disfunctioning of teams and how management can connect with the team and manage it effectively.

    Considerable attention is also devoted to the coach of both the manager and team. The book has a colourful design and contains more than 300 pages filled with practical examples and new insights.

    Order “Management Drives Field Book” here

  • The Management Drives Mastering Leadership Introduction brochure is now available

    Management Drives improves the performance of organisations by enhancing the effectiveness of the people who work there. You will read more about the applications and effects of Management Drives in the introduction brochure.

    The Management Drives introduction brochure describes:

    • The Management Drives vision
    • The Management Drives philosophy
    • How we plan to improve performance using Management Drives
    • The added value of Management Drives
    • Explanation of the Management Drives test and 360° feedback
    • A case involving Management Drives
    • Client testimonials
    • General information on partners and Management Drives

    Or order the printed version here

  • Education Innovation Publication: Successful innovation based on individual strengths

    In reality, the implementation of educational innovations does not always take place according to plan. The result is that innovations introduced with great enthusiasm get bogged down quickly.

    Lecturers are tired of innovation and managers see that their vision and strategic designs fail to materialise or not as expected. According to the authors, Richard Berenschot and Jonne van Diggele, what is often lacking are limiting conditions and targeted management in order to arrive at professional innovation.