Kurt Verweire

Profile

Kurt Verweire obtained his PhD at Erasmus University Rotterdam in 1999. He is Associate Professor Strategic Management and Partner at Vlerick Business School. He is also Programme Director of the MBA-FSI programme, a general management programme that is entirely focused on the financial services industry.

His research interests include formulating and implementing winning business strategies, performance management and change management, and corporate strategy. Current research projects address how firms have to position themselves in the market, and how to create alignment and commitment within the organisation. Many of his research projects deal with financial services organisations.

 

Job Title : Associate Professor of Strategy

Management Domain
Financial Services Management
Strategy

Teaching in
Successful strategy execution
Executive MBA
MBA in Financial Services and Insurance

Expert in
Corporate strategy
Financial Services Management
Strategy Implementation
Strategy Formulation
Strategy and Change

Publications

Articles in refereed journals with impact

Articles in other (un)refereed journals

  • Letens G. Verweire K. De Prins P.  2016. Large Scale Infrastructure Projects: The Art of Project or Change Management?. Frontiers of Engineering Management, 3(3): 197-202.

  • Verweire K.  2010. Competing successfully: formulating and implementing strategies that work. The Financial Executive, (49): 17-19.

  • Verweire K. Van den Berghe L.A.A.  2008. Strategic innovation in the financial services industry: opportunity or threat?. Journal of Financial Transformation, 23: 69-76.

  • Verweire K. De Grande J.  2008. Strategisch innoveren binnen gevestigde financiële instellingen: droom of werkelijkheid?. Incrowd, 18: 6-8.

  • Verweire K. De Grande J.  2008. Strategische innovatie: kans of bedreiging voor de financiële sector?. De Verzekeringswereld, (46)

  • Verweire K.  2007. Success M&As is mediocre. Bank- en Effectenbedrijf, 56(9): 4-9.

  • Roelandt P. Verweire K.  2006. Het belang van strategie - Wat drijft performantie in de Belgische Verzekeringssector?. Incrowd, (10): 8-10.

  • Roelandt P. Verweire K.  2006. Performantie in de Belgische verzekeringssector - Het belang van alignering. De Verzekeringswereld, 44(12): 16-18.

  • Verweire K. Van den Berghe L.A.A. Gailly J. Verbeeck D.  2004. Bancassurance: was de mythe mooier dan de realiteit?. De Verzekeringswereld, 16(31): 29-33.

  • Verweire K. Van den Berghe L.A.A. Gailly J.  2004. Staat het verzekeringsmodel onder druk?. Incrowd, (Oct.): 12-13.

  • Verweire K. Van den Berghe L.A.A. Gailly J.  2004. Werkt het bancassurance-model in Europa vandaag nog?. Financieel Forum/Bank- en Financiewezen, (2): 79-86.

  • Verweire K. Van den Berghe L.A.A.  2003. Integrated Performance Management: Adding a new dimension. Management Decision, 41(8): 782-790.

  • Verweire K. Van den Berghe L.A.A.  2002. De verzekeringssector en de Nieuwe Economie: Wat na de 'revolutie'?. De Verzekeringswereld, (12): 23-28.

  • Van den Berghe L.A.A. Verweire K.  2001. De toekomst van bancassurance in België . Financieel Forum/Bank- en Financiewezen, 2001, 3: 135-139.

  • Verweire K. Van den Berghe L.A.A.  2001. Financiële conglomeraten: een economisch en strategisch overzicht . Economisch en Sociaal Tijdschrift, 55(2): 315-347.

  • Van den Berghe L.A.A. Verweire K.  2000. Convergence in the financial services industry. The Geneva Papers on Risk and Insurance, 25(2): 262-272.

  • Verweire K.  2000. Implicaties van financiële conglomeraatvorming op de performance van financiële instellingen. Vakblad Financiële Planning, 5(6): 3-8.

  • Van den Berghe L.A.A. Verweire K.  1998. Van bancassurance en assurfinance naar all finance. Bank- en Financiewezen, (6): 303-308.

  • Verweire K.  1996. Branchevervaging: op weg naar all finance. De Verzekeringswereld, : 21-29.

  • Verweire K.  1996. Geïntegreerde financiële dienstverlening: tussenpersoon blijft sleutelfiguur. De Verzekeringswereld, : 33-35.

Book Chapters

  • Verweire K. Viaene S. De Prins P.  2017. KBC's digital transformation: a strategic response. In: Janes A. Sutton C. Ed. Crafting and Executing Strategy: The Quest for Competitive Advantage McGraw-Hill Education Inc..

  • Verweire K.  2013. C5 Studio 100: a showcase in show business. In: Thompson A. Peteraf M. Gamble J. Strickland A. Janes A. Sutton C. Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases McGraw Hill.

  • Verweire K.  2013. Studio 100: a showcase in show business. In: Thompson A. Peteraf M. Gamble J. Strickland A. Janes A. Sutton C. Ed. Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (pp. 512-). McGraw Hill.

  • Verweire K. Letens G.  2012. Putting performance management into practice. In: Slagmulder R. Verweire K. Dewettinck K. Ed. Managing for performance excellence (pp. 216-252).

  • Verweire K.  2012. Clear strategic focus: a winning and living business strategy. In: Slagmulder R. Verweire K. Dewettinck K. Ed. Managing for performance excellence (pp. 70-100).

  • Verweire K. Escalier J.  2010. A showcase in show business: Studio 100 outperforms the competition through product leadership. In: Silberzahn P. Van Dyck W. The balancing act of innovation Uitgeverij Lannoo.

  • Verweire K.  2004. Concluding Part II: Integrated Performance Management and Strategic Alignment. In: Verweire K. Van den Berghe L.A.A. Ed. Integrated Performance Management. A Guide to Strategy Implementation Sage Publications.

  • Hindryckx B. De Cnudde P. Bauwens M. Carette B. Verweire K.  2004. Finding the Optimal Maturity Level and Linking it to Performance. In: Verweire K. Van den Berghe L.A.A. Ed. Integrated Performance Management. A Guide to Strategy Implementation (pp. 293-313). Sage Publications.

  • Verweire K. Van den Berghe L.A.A.  2004. Integrated Performance Management. New Hype or New Paradigm?. In: Verweire K. Van den Berghe L.A.A. Ed. Integrated Performance Management. A Guide to Strategy Implementation (pp. 1-14). Sage Publications.

  • De Cnudde P. Hindryckx B. Bauwens M. Carette B. Verweire K.  2004. Introducing Maturity Alignment: Basic Concepts. In: Verweire K. Van den Berghe L.A.A. Ed. Integrated Performance Management. A Guide to Strategy Implementation (pp. 275-292). Sage Publications.

  • Verweire K. Van den Berghe L.A.A.  2004. Managing Risk, Managing Value. In: Verweire K. Van den Berghe L.A.A. Ed. Integrated Performance Management. A Guide to Strategy Implementation (pp. 69-84). Sage Publications.

  • Verweire K. Baeten X. Somers L. Van den Berghe L.A.A.  2004. Performance from a Finance Perspective. Shareholder Value and Beyond. (pp. 19-36). Sage Publications.

  • Verweire K. Van den Berghe L.A.A.  2004. Performance Goals and the Strategy Formation Process. In: Verweire K. Van den Berghe L.A.A. Ed. Integrated Performance Management. A Guide to Strategy Implementation (pp. 93-115). Sage Publications.

  • Verweire K.  2004. Towards a more integrated approach of strategic alignment. In: Verweire K. Van den Berghe L.A.A. Ed. Integrated Performance Management. A Guide to Strategy Implementation Sage Publications.

  • Gemmel P. Verweire K. Van Ossel G. Bruggeman W. Van Dierdonck R. Van Looy B.  2003. Performance measurement systems in service firms. In: Van Looy B. Gemmel P. Van Dierdonck R. Ed. Services management: an integrated approach (pp. 373-403). Pearson Education.

  • Verweire K. Van den Berghe L.A.A.  2002. Bancassurance: Economische duiding ten behoeve van de jurist. In: Ed. Bankverzekeren - Bancassurance (pp. 5-15). Wolters Kluwer Belgium.

  • Verweire K. Van den Berghe L.A.A.  2002. Integrated Performance Management: Adding a new dimension. (pp. 587-594). Cranfield University.

  • Van den Berghe L.A.A. Verweire K.  2001. How banking, investment and insurance are changing in the new economy. In: Ed. Strategic issues in insurance: essays in honour of Orio Giarini (pp. 34-36). Blackwell.

  • Van den Berghe L.A.A. Verweire K. Roelandt P.  2001. How the new economy is changing the financial services industry. In: Ed. Financial services: Modelle une Strategien der Wertschöpfung (pp. 101-124). University of St. Gallen I.V.W..

Books

Conference Presentations

  • Verweire K. Slagmulder R. Letens G. Van Aken E. Farris J.  2011. Integrating Top-down and Bottom-up Change: A Longitudinal Case Study. Paper presented at Industrial Engineering Research Conference, May 21, Reno,Nevada, United States.

  • Verweire K. Ferguson T.  2006. Does strategy matter in the Belgian insurance industry?. Paper presented at 35th Annual Meeting of the Western Decision Sciences Institute, April 11-15, Waikoloa, Big Island, Hawai.

  • Thibeault A. Verweire K.  2004. Market vs Acccounting based performance measurement in the European Financial services industry (1998-2003). Paper presented at 25th SUERF Colloquium, October 14-16, Madrid, Spain.

  • Verweire K. Van den Berghe L.A.A.  2002. Integrated Performance Management: Adding a new dimension. Paper presented at Third International Conference on Performance Measurement and Management, July 17-19, Boston, United States.

  • Verweire K. Van den Berghe L.A.A.  2001. The performance consequences of diversification in the financial services industry: the case of financial conglomeration in Belgium and the Netherlands. 

Conference Proceedings

  • Verweire K.  2011. Identifying the resources and capabilities of customer-intimate organizations. Reno, Nevada:

  • Letens G. Verweire K. Slagmulder R. Van Aken E.M. Farris J.A.  2011. Integrating Top-Down and Bottom-up Change: Lessons Learned from a Longitudinal Case Study. Texas:

  • Letens G. Verweire K. Slagmulder R. Farris J. Van Aken E. Chearskul P.  2010. Implementing customer intimacy through integrated performance management and organizational learning. Fayetteville, Arkansas:

  • Verweire K. Slagmulder R. Letens G. Chearskul P. Van Aken E. Farris J.  2010. Towards customer intimacy: implications for performance management. Cancun:

Doctoral dissertation

  • Verweire K.  1999. Performance consequences of financial conglomeration with an empirical analysis in Belgium and the Netherlands. 

Research reports

  • Verweire K. De Grande J. Greef G.  2011. Operational Excellence: What does it mean? What does it take?. (100 p.)

  • Slagmulder R. Verweire K. Schreurs K. De Flander J.  2011. Strategy execution in the aftermath of the financial crisis. 

  • Verweire K. Van Hootegem G. Dewettinck K. Sels L.  2010. Competentiemanagement: manier van denken en werken. (108 p.)

  • Verweire K. Carchon S. Escalier J.  2010. Customer intimacy: what does it mean? What does it take?. (118 p.)

  • Callewaert P. Vezbergiene A. Verweire K.  2010. Winning back your customers - Retail Banking Study 2010. (11 p.)

  • Verweire K. Escalier J.  2009. Sustaining competitive advantage through product innovation: How to achieve product leadership in service companies. Flanders DC. (122 p.)

  • Callewaert P. Gangji A. Verweire K.  2009. There is future for bank branches. 

  • Verweire K. Roelandt P. De Grande J. Van den Berghe L.A.A.  2006. What drives performance in the Belgian insurance industry?. (129 p.)

  • Van den Berghe L.A.A. Verweire K. Gailly J.  2002. Financial system as driver of change. (84 p.)

  • Baeten X. Verweire K. Carchon S. Bogaert C.  2000. Onderzoek naar de distributie van financiële diensten en verzekeringen. Vlerick Leuven Gent Management School. (118 p.)

  • Van den Berghe L.A.A. Verweire K. Carchon S.  1999. Convergence in the financial services industry: a report written under authority of the OECD. (99 p.)

  • Van den Berghe L.A.A. Verweire K.  1993. Onderzoek in de consumentenmarkt naar houdingen en gedragingen t.a.v. risico, sparen, beleggen en verzekeren. Vlerick Leuven Gent Management School.

Vlerick cases

  • Verweire K. Viaene S. De Prins P.  2017. KBC's Digital Transformation: A Strategic Response. The Case Centre Case Study. Reference no. 317-0109-1 (C) + 3017-0109-1B (C) + 317-0109-8 (TN) + 317-0109-4 (S).

  • Verweire K. Kemperman J. Op 't Hoog J. Maas P.  2016. Interpolis: Becoming the most transparent and trustworthy insurance company. ECCH Case Study. Reference no. 316-0256-1 (C) + 316-0256-8 (TN).

  • Verweire K.  2014. Studio 100: A growth story of a showcase in show business. ECCH Case Study. Reference no. 314-030-1 (C) + 314-030-8 (TN).

  • Thibeault A. Verweire K.  2013. ING Direct USA: Asset or liability for ING Group?. 

  • Verweire K. Buekens W.  2013. Carglass® (B): From customer satisfaction to customer delight. 

  • Verweire K. Buekens W.  2013. Carglass®: Building and sustaining a customer-centric organization. 

  • Verweire K. De Grande J. Letens G. Slagmulder R.  2011. Bringing German Cooperative Bank Berlin back on track: Can a rural bank thrive in the city? (A). ECCH Case Study. Reference no. 811-049-1 (C) + 811-049-8 (TN).

  • Verweire K. De Grande J. Letens G. Slagmulder R.  2011. Epilogue German Cooperative Bank Berlin. ECCH Case Study. Reference no. 811-052-1 (C) + 811-049-8 (TN).

  • Verweire K. De Grande J. Letens G. Slagmulder R.  2011. German Cooperative Bank Berlin (B): Managing people, customers, and financial results. ECCH Case Study. Reference no. 811-052-1 (C) + 811-049-8 (TN).

  • Verweire K. De Grande J. Letens G. Slagmulder R.  2011. German Cooperative Bank Berlin (C): Turning the bank into a performance-oriented organization. ECCH Case Study. Reference no. 811-051-1 (C) + 811-049-8 (TN).

  • Verweire K. Meuleman M. Leleux B.F.  2010. Kipling (A): Monkey Business - Kipling tries to conquer the world. ECCH Case Study. Reference no. IMD-3-2153 (C) + IMD-3-2153-T (TN).

  • Verweire K. Meuleman M. Leleux B.F.  2010. Kipling (B): An entrepreneur in stormy weather. ECCH Case Study. Reference no. IMD-3-2154 (C) + IMD-3-2153-T (TN).

  • Verweire K. Greef G. De Buyst D.  2009. Belgacom's Acquisition of Telindus: A One-Way Love Affair (A). ECCH Case Study. Reference no. 309-068-1 (C) +309-068-8 (TN).

  • Verweire K. Greef G. De Buyst D.  2009. Belgacom's Acquisition of Telindus: Managing a Marriage of Convenience (B). ECCH Case Study. Reference no. 309-069-1 (C) +309-068-8 (TN).

  • Greef G. Verweire K.  2009. Deloitte's Merger with Andersen in Belgium: A Better Organization for the Ones to Follow (B). ECCH Case Study. Reference no. 310-026-1 (C) + 310-026-8 (TN).

  • Greef G. Verweire K.  2009. Deloitte's Merger with Andersen in Belgium: Exploring the Process of Integration (A). ECCH Case Study. Reference no. 310-025-1 (C) + 310-026-8 (TN).

  • Debruyne M. Verweire K.  2007. Fortis Yacht Services (A). ECCH Case Study. Reference no. 308-038-1 (C) + 308-038-8 (TN).

  • Debruyne M. Verweire K.  2007. Fortis Yacht Services (B): Flying away from under mother's wings?. ECCH Case Study. Reference no. 308-039-1 (C) + 308-038-8 (TN).

  • Verweire K. Van den Berghe L.A.A.  2006. ING direct: Rebel in the banking industry. ECCH Case Study. Reference no. 307-053-1 (C) + 307-053-8 (TN).

  • Thibeault A. Verweire K.  . ING Direct USA (B). 

Vlerick working papers