The Centre provides a venue for its partners and members to share insights and co-create knowledge on how to build an adaptive advantage and foster a culture of proactiveness.
We see this as an organisation-wide challenge that requires concerted efforts between strategy, people, structure and processes. These elements are captured in the Agility Wheel – our compass to think of how to help our partners and members in their quest towards greater adaptiveness.

agility wheel

The research and activities of the centre provide individuals and organisations insights on how to thrive in a world in constant evolution.
Our current research focuses on the new strategic demands placed on leaders, as well as the mindset and competencies required in an agile workforce. We have also initiated a cutting-edge study on the Gig Economy, looking at how gig work and hybrid work arrangements can make your organisation more flexible, and how to effectively integrate gig workers into your workforce. Next, we are developing new measures to better integrate the effect of market dynamism in corporate portfolio management practices.

Career Skills for Gig Workers: Towards a Sustainable Career
  • With support of the European Social Fund (ESF), the Flemish Government and the European Union, Vlerick Business School is conducting the Transnationality project Career Skills for Gig Workers: Towards a Sustainable Career.
  • More info.
Cross-silo Collaboration
  • Together with the Ross School of Business (Michigan, US), we are conducting a practice-oriented research project on cross-silo collaboration within companies. We are also examining the impact of leadership behaviour on the willingness of employees to express their ideas and collaborate between silos.
  • Interested companies can participate in this research free of charge.
  • How does it work?
    • you select 50 managers together with their superiors and teams
    • they complete an online questionnaire (this takes around 20 minutes)
  • What do you get?
    • a feedback report on your company's willingness to undertake cross-silo collaboration
    • a 1-hour presentation of the results, including a comparison with other organisations (only if sufficient responses are given by 50 managers, their superiors and teams)
    • a white paper on cross-silo collaboration
Thriving in turbulence: Best practices for strategy making in digital times(in collaboration with PWC)
Why do some companies succeed in developing winning strategies in turbulent environments characterised by digitization, while others struggle to do so? What best practices for strategy making can companies adopt to thrive in turbulence? To gain in-depth knowledge of what it takes to devise and implement winning strategies in times of digitization, PwC Belgium and Vlerick Business School undertook a qualitative research project to identify specific management practices that contribute to the development of such strategies. Download the research report
The human factor in open innovation (in collaboration with Flanders DC)
  • Open innovation involves companies reaching out to other companies or external partners. Here, the focus is generally on the underlying strategy. However, it is equally important to adapt your HR policy and company culture. After all, excessive encouragement and reinforcement of individual performance and development stand in the way of open innovation.
  • Read more 'Wanted: the people behind open innovation'
White paper: ‘Adaptive Leadership – shape your path through turbulence’
Senior managers expect more strategic leadership and process leadership from middle managers to be able to maintain and enhance performance amidst rapid, frequent and unpredictable change. That is the conclusion of professors Katleen De Stobbeleir, Carine Peeters and Steve Muylle, together with researcher Matthias Pfisterer based on recent research about leadership behaviours that contribute to organisations’ adaptiveness. Download the white paper
Article: 'A Red Queen's Race'
Article: 'Strategy in Turbulant Times: Take-Aways'
White paper: 'Three Layers of Strategy'
Towards greater autonomy on the labour market
  • The 'Choose your own path' website helps you to gain more control of your career. This instrument for self-reflection is specifically aimed at new entrepreneurs, jobseekers (50+) and employees who wish to take control of their own careers. They are emailed a small challenge for fifteen weeks. The challenges invite them to reflect on their strengths and weaknesses and, by means of concrete assignments, encourage participants to improve on them (even further).
  • Read more 'The positive impact of small victories'
Gender and career transitions
  • This educational package invites individuals, organisations and policymakers to reflect on inequalities in the workplace and any barriers which women may experience during their careers. The research led to the development of a modular handbook which charts the difficulties experienced by working women in Western society for each career transition. There are also three Flemish case studies which focus specifically on the three major career transitions, namely entry, promotion and exit.
  • Read more 'The Cola-Cola case, an inclusive approach'
The inclusive organisational culture
  • This toolbox aims to help organisations wishing to commit to greater diversity in the workplace, with a specific focus on improving the integration of women and LGBT employees. The instrument is intended to improve the entry, promotion and wellbeing of these employees and involves everyone in this process (the leaders of the company, managers and staff). A charter has also been drawn up: ‘The inclusive organisational culture: the power of gender diversity and sexual diversity in the workplace.’ The research is being conducted in conjunction with Kliq Vzw and VOKA and the results are expected at the end of 2018.
  • Companies wishing to participate or sign the charter can contact Evelien de Ferrerre
360° ALP tool
  • The Appreciative Leadership Profiler is a unique 360° feedback instrument to provide managers (and non-managers) with comprehensive feedback on their management competencies. The tool assesses managers’ performance on 4 different leadership levels: personal leadership, task oriented leadership, relational leadership and change oriented leadership. During an extensive debriefing workshop participants translate their learning points into actions to be undertaken.
Leadership Simulation Tool
  • Within the context of a fictional company that sells clothing and accessories for triathletes, managers are given several challenging assignments which they must bring to a successful conclusion. Vlerick coaches observe the participants as they play this game and then shed light on how the managers behaved in specific situations. This will give the participants better insights into their own leadership style.
  • Read more 'How playing a game can make you a better leader'

& Rankings

Equis Association of MBAs AACSB Financial Times