Wij werken aan de volgende SDGs:
Bizfits helps better informed decision-making. Decisions optimal connected with strategy and which, on the basis of true stakeholder involvement and ownership, lead to more social, ecological and financial return on investment.
We see organizations strive for an optimal balance in social, environmental and financial result. Profitability goes hand-in-hand with sustainability; efficiency with ‘great place to work; productivity with room for development of individual employees; flexibility with smarter collaboration. We see an increasing demand of organizations to limit the prolonged deployment of external advisors; instead an increasing desire to be handed ‘best practices’ in compact projects, enabling the organization to operate on a structural higher level, based on her own knowledge and capabilities.
Although more and more tasks - supported by IT - are made easier, the world is becoming more complex. Complexity filled with (apparent) contradictions demands an integral approach: from the driving forces of a shared vision to a roadmap in which everyone’s interests are looked after as good as possible. That is the next maturity level of corporate decision making. We can play an important role in untangling complexity, creating insights and support corporate decision making, to stay on-track towards the strategic ambitions and creating impact.
Ruud Kramer studied agricultural engineering and business at Wageningen University followed by strategic business development in Groningen University. He is also mediator. After being a business consultant and transformation programme architect for some 20 years, he founded Bizfits in 2016.
Zo dragen wij bij aan de SDGs
Bizfits combines a number of methods, e.g.: benefits realization management, theory of change/LogFrame, outcome mapping, backcasting and forecasting in one integrated evidence based change support system.
By bridging the gap between policies and activities, including the interlinkage issues and stakeholders' interests, we are able to define the optimal Impact Pathway. Not only at the start or in the design phase, but whenever changing circumstances or increased knowledge requests this, the roadmap will be optimized from that point on. Agile AND impact focussed; effective AND efficient.
Managing the achievement of outputs, outcomes and impact AND intermediate decision making is made easier and more transparant, because of the integration of and links between PDCA-cycles at policy making level, strategic portfolio management level and program activity level.
The applicatiion of the method and tooling has been succesfully applied at several large and smaller organizations, e.g. National Health Services (NHS in the UK), HS/2 (UK), Hof van Twente (Netherlands), Fujitsu (USA), Australian Bureau of Statistics (Australia), TNO (Netherlands), Rijkswaterstaat (Netherlands), Highways Enland (UK), Syngenta (Swiss)