About me
Gerard Berends has spent nearly twenty years watching organizations report progress on work that quietly stopped moving their strategy forward. Goals were set, metrics were tracked, and initiatives continued, while the harder question of whether to stop or reprioritize disappeared from the conversation.
As a strategy execution advisor, he now works directly on that gap. His work on portfolio-level Obeya governance examines why the hard choices stop getting made, how measurement systems quietly shift governance from deliberate choice to commitment management, and how executives can recognize when stopping and reprioritization have disappeared from the conversation, and how to bring them back.
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