Partner news

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  1. The best performing companies pay their CEOs relatively less

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    Between 2014 and 2016, over 70% of the CEOs of Bel 20 and Bel Mid companies received a salary increase compared to a mere 46% in the smaller listed companies. The increase was the largest in the Bel 20 companies and was mainly due to variable remuneration. When the actual market data, the size, sector and profitability are taken into account, the German and English CEOs are overpaid. In stark contrast to that is the conclusion that CEOs in the best performing companies are paid relatively less and that the so-called pay ratio (the ratio of the remuneration for the CEO and the average employee) is also considerably lower in these companies.

  2. Farewell, omniscient leader - from egocentric to ecocentric

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    A leader is charismatic and visionary: this CEO cult no longer fits in with today’s complex dynamics. Research has shown that modern leaders are successful if they adopt modest, vulnerable attitudes, asking people around them for feedback to achieve widespread support.

  3. What every entrepreneur should know about growth

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    Vlerick business experts work across all sectors and with businesses at many different stages of growth. They are renowned in the fields of finance, strategy, entrepreneurship, people and reward management, and many more. In this paper our 6 Vlerick experts each give one key insight for growing your business.

  4. Arcadis signs Knowledge Partnership to activate digital leadership

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    Arcadis is a global design & consultancy firm for natural and built assets. “We are a people company: our 27,000 bright minds are our main asset today. But if we want to continue to flourish in the digital era, we need to embrace data wholeheartedly – and that requires a new bag of tricks.” Double interview with Julien Cayet from Arcadis and our professor in digital transformation, Stijn Viaene.

  5. The talent of the future: what do graduates expect from an employer?

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    Every year, around 4.7 million graduates take their first steps on the European labour market. As for businesses: they are always looking for suitable, qualified candidates. Moreover, the competition for available talent is increasing as the baby boom generation retire in the years ahead. Employers who wish to bring the most talented young people on board – and retain them – will therefore do well to gain insights into their expectations and ambitions. Our Centre for Excellence in Strategic Talent Management has conducted its tenth survey of the expectations of young people who are entering the labour market for the first time.

  6. Power to the people!

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    The energy market is being shaken to its core. How do you cope with that change as a “traditional” DSO? What are the strategic options? “Alliander chose to innovate from its core, but driven by a market perspective,” says Marion Debruyne. “This decision resulted in an exhilarating journey that we recently chronicled in a case study and, through the presentation by Alliander’s strategic director, Pallas Agterberg, gladly share with our DSO community.”

  7. M&A Centre welcomes trusted advisor NautaDutilh

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    “The opportunity to welcome top-tier law firm NautaDutilh to join us as a Prime Foundation Partner is an important addition to our M&A expertise”, states a satisfied Professor Mathieu Luypaert. Moreover, this partnership is a strategically important step for NautaDutilh as well. As Elke Janssens explains, “This is intended to enable our lawyers to further develop their role as trusted advisors.”

  8. Six Batteries of Change

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    In today’s fast-paced, uncertain world, organisations need to adapt quickly to survive. But change doesn’t always happen easily. And many change programmes don’t deliver the expected results. There are various models that set out a process or series of steps to follow to achieve successful change. But change is increasingly continuous – and in today’s change programmes, it’s hard to identify a start and end point. Which means seeing change as a purely top-down, sequential process can be dangerous. This is why we’ve taken a different approach. The starting point of our change model is that effective change is all about managing energy. Each organisation has a level of energy – and when you generate enough energy, you can use it to make lasting change happen. But if your energy reserves are running low, your change efforts will quickly fizzle out.

  9. HR Barometer 2016

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    For the second time in a row Hudson and Vlerick Business School mapped the trends and challenges for HRM at leading Belgian companies by way of an HR Barometer. The HR managers of the largest Belgian profit organisations (in terms of staff numbers) and the Bel 20 organisations were invited to participate in an online survey. Some 46 organisations from a diversity of sectors participated in the survey, together representing more than 150,000 workers employed in Belgium. This year, leadership development was the main focus of the HR Barometer.

  10. Business families in transition: finding your own way

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    When a family company makes the transition from one generation to another, it is important to maintain a good relationship and clear arrangements between active and non-active family members, across the generations. With the support of KBC and EY we research these transitions at the Centre for Family Business and organise courses such as the short programme ‘Families in Business’.

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