AI-Wiki

Ondanks 80 miljoen omzet gooit Hans Scheffer zijn bedrijf volledig om met AI: 'Elke kantoorbaan voor een scherm verdwijnt'

14 min read

Scheffer / De Ondernemer — Ondanks 80 miljoen omzet gooit Hans Scheffer zijn bedrijf volledig om met AI (2026-05-27)

HelloPrint draaide in 2025 zo’n 80 miljoen euro omzet, maar oprichter Hans Scheffer besloot zijn bedrijf toch opnieuw uit te vinden. Met AI als uitgangspunt bouwt hij het printplatform tot een nieuwe organisatie. ‘Alles wat wij kennen rondom arbeid gaat veranderen.’

(Article standfirst, De Ondernemer — DPG Media, journalist Tijmen Koppelaar.)

A ~7-minute Dutch-language interview-article published by De Ondernemer (a Dutch entrepreneurship publication owned by DPG Media, the largest Belgian-Dutch media group) on 27 May 2026. Author Tijmen Koppelaar. Subject: Hans Scheffer, founder and CEO of HelloPrint — a Dutch print platform that did ~€80M revenue in 2025 with operations in the Netherlands and Valencia, Spain.

This is the wiki’s first Dutch-MKB-altitude AI-transformation anchor — joining the existing US-vantage cluster ( YC, YC Lightcone, MGI), UK-vantage cluster ( Rolls-Royce, AWS London), and Swiss-corporate-academic-vantage cluster (Warner & Wäger) with a Dutch-language SME-founder-CEO operational vantage at €80M revenue scale.

TL;DR

Six substantive contributions:

1. The technology-leading / people-directing structural reversal. Scheffer’s most-load-bearing single claim: ‘De manier waarop wij bedrijven bouwen richting de toekomst is fundamenteel anders dan hoe we dat de afgelopen honderd jaar hebben gedaan. Waar vroeger de mensen eerst kwamen en technologie ondersteunend was, draait dat nu om. Technologie wordt leidend, en daaromheen zit een veel kleinere groep mensen die die technologie aanstuurt.’ (‘The way we build companies for the future is fundamentally different than how we’ve done it for the last hundred years. Where people used to come first and technology was supporting, that is now reversed. Technology becomes leading, and around it sits a much smaller group of people who direct that technology.‘) The wiki’s clearest single-sentence Dutch-MKB-founder-CEO declaration of the technology-leads, humans-direct reversal — convergent with [[2026-05-27-koomen-yc-lightcone-inside-yc-ai-playbook|Koomen’s AI as the building layer for everything, not a copilot]] published the same day on a different continent.

2. The denk vanuit dag nul (day-zero rebuild) thought experiment as transformation method. ‘Ik heb mezelf de vraag gesteld: wat nou als ik mijn huidige bedrijf op dag één opnieuw zou moeten bouwen, wat zou ik dan doen?’ (‘I asked myself: what if I had to rebuild my current company on day one, what would I do then?‘) The method: don’t optimise existing departments — instead, first determine what value creation looks like when technology takes over a large part of the work; only then ask which people are needed. Scheffer credits the House of Founders five-day session in South Africa (with several Dutch top-entrepreneurs including Joep Verbunt of Matt Sleeps) as the experience that confirmed the conviction. Plausible single-source-deferred concept-page candidate: day-zero rebuild as transformation method — convergent in spirit with Hu’s closed-loop-from-scratch framing but distinct in that it operates inside an established €80M revenue base rather than a new YC batch.

3. The AI-brein (AI-brain) as the foundation of the entire organisation, not a standalone IT project. ‘Die herinrichting begint bij wat Hans zelf het brein van de organisatie noemt: een AI-gedreven kern waarin alle kennis, processen en beslissingen van HelloPrint samenkomen. In plaats van losse tools, apps, afdelingen en overdrachtsmomenten werkt het bedrijf steeds meer vanuit dat ene AI-brein.’ The AI-brain is filled by ‘mensen die processen expliciet vastleggen en continu aanscherpen, zodat de AI begrijpt wat het bedrijf moet doen en hoe beslissingen moeten worden genomen.’ The structural consequence: ‘Aparte afdelingen voor marketing, IT, operatie en finance, elk met eigen systemen en verantwoordingslagen, verliezen hun functie. Werk wordt niet meer verdeeld via overlegstructuren werden genomen, worden vastgelegd in regels, data en systemen die continu kunnen bijsturen.’ (Separate departments for marketing, IT, operations and finance, each with their own systems and accountability layers, lose their function. Work is no longer divided through meeting structures, but captured in rules, data and systems that can continuously adjust.‘) The wiki’s clearest Dutch-MKB-altitude AI-as-organisational-foundation framing — convergent with [[2026-05-27-koomen-yc-lightcone-inside-yc-ai-playbook|Koomen’s one-database-to-rule-them-all + 350-tool shared registry]] at YC-internal-infrastructure scale, but operationalised at a single Dutch SME altitude.

4. The Chief AI Officer is the missing role in MKB management teams observation. ‘De belangrijkste rol in een klein managementteam is volgens hem de Chief AI Officer of Chief Technology Officer. Die functie bestaat bij heel veel mkb-bedrijven helemaal niet. Techniek wordt nog te vaak gezien als ondersteunend, stelt hij. IT wordt uitbesteed of belegd bij één medewerker, terwijl niemand eindverantwoordelijk is voor hoe technologie het businessmodel, de processen en de organisatie vormgeeft. Daardoor blijft AI bij veel bedrijven steken op losse tools en efficiëntieslagen, in plaats van op een fundamentele herbouw van het bedrijf.’ The wiki’s first named-MKB-role-gap diagnosis — Scheffer is explicitly framing the CAIO / CTO as a load-bearing role for SMEs against the prevailing Dutch-MKB pattern of IT-as-outsourced-or-delegated-to-one-employee. Useful as anchor for any future AI-native organisational roles concept page.

5. The HelloPrint customer-service 100 → 18 worked example. The first big test of the new way of working was customer service — historically grew with revenue to ~100 people; now 18 people. AI delivers ‘beter dan het niveau waarop mensen het kunnen doen’ (‘better than the level humans can do it’). The headcount reduction happened primarily through natural attrition — HelloPrint’s Valencia operations rotate people through customer service temporarily; those who left were not replaced. Scheffer acknowledges some farewells too. Quantitative anchor: customer-service headcount cut to 18% of peak headcount, with AI quality exceeding human quality. The wiki’s clearest single-SME-firm quantified-customer-service-automation worked example, distinct from the existing US-vantage worked examples (HubSpot, Lyft, Phonely) in that it sits inside a Dutch SME at €80M revenue.

6. The conscious revenue sacrifice for long-term winning operating discipline. ‘Ik erken dat HelloPrint momenteel bewust omzet laat liggen om ruimte te maken voor de transformatie. Door bijvoorbeeld afscheid te nemen van bepaalde omzetgroepen. Je wilt dat uiteindelijk op een nieuwe manier gaan doen, maar op de korte termijn kunnen we niet leveren wat we zouden moeten leveren … het doet even pijn in de omzet, maar is wel een fundamentele keuze om op de lange termijn te kunnen winnen.’ (‘HelloPrint is consciously leaving revenue on the table to make room for the transformation. By saying goodbye to certain revenue groups, for example. You ultimately want to do that in a new way, but in the short term we can’t deliver what we should deliver … it briefly hurts the revenue, but it’s a fundamental choice to win in the long term.‘) Convergent with [[2026-05-24-erginbilgic-bloomberg-leaders-rolls-royce-turnaround-playbook|Erginbilgiç’s Rolls-Royce transform-from-strength playbook]] at radically different scale — Erginbilgiç at £80B FTSE-listed altitude, Scheffer at €80M Dutch-SME altitude, both making the same deliberate-portfolio-discipline-now-to-win-later trade-off three calendar days apart.

The every-office-job-behind-a-screen-disappears claim

The article’s headline grab and Scheffer’s most-quoted line. The full passage: ‘Voor de critici die zeggen dat de impact van AI op werk wel mee zal vallen, heeft Hans een uitgesproken antwoord. Elke kantoorbaan voor een scherm gaat verdwijnen. Veel mensen onderschatten hoe snel dat gaat, zegt hij. Ik vind het best schokkend dat mensen hun ogen dicht hebben voor wat er gaat gebeuren. Als je blijft doen wat je deed, dan krijg je dus niet meer wat je kreeg. Wie niet investeert in zichzelf, loopt vast. Heel veel banen die wij kennen, gaan gewoon echt verdwijnen.’

(‘For the critics who say AI’s impact on work will be limited, Hans has an outspoken answer: every office job behind a screen will disappear. Many people underestimate how fast that will happen … I find it quite shocking that people are closing their eyes to what is going to happen. If you keep doing what you did, you no longer get what you got. Anyone who doesn’t invest in themselves gets stuck. A lot of the jobs we know are simply going to really disappear.‘)

This is the wiki’s clearest Dutch-SME-founder-CEO-vantage maximalist statement of the office-work-displacement thesis — a direct qualitative practitioner-altitude confirmation of MGI’s 44% via agents (nonphysical work) quantitative finding. The MGI-altitude reading is aggregate statistical projection; Scheffer’s reading is founder-CEO inside-the-firm experiential certainty. Same finding, two altitudes.

The €80M → €1B stip op de horizon (dot on the horizon)

‘Hans’ ambitie is groot. We hebben altijd gezegd: we willen uiteindelijk minimaal 1 miljard euro omzet doen.’ (‘Hans’s ambition is big. We’ve always said: we want to eventually do at least 1 billion euro in revenue.‘) But Scheffer reframes the goal as a directing anchor, not an endpoint: ‘Het gaat hem niet om maximale winst of snelle schaal, maar om het bouwen van een organisatie die structureel beter werkt dan traditionele bedrijven. Een bedrijf dat met een relatief klein team kan doorgroeien naar nieuwe markten en productgroepen, juist omdat de kern klopt.’

The closing fifty-year quote — ‘Wij willen een bedrijf bouwen waar mensen over vijftig jaar nog werken en waar mensen over vijftig jaar ook nog over praten als een voorbeeld van hoe het ook kan’ (‘We want to build a company where people still work in fifty years and where people in fifty years still talk about as an example of how it can also be done’) — pairs naturally with Erginbilgiç’s transform-from-strength horizon-setting at Rolls-Royce. Both founders-CEOs anchor the transformation against a multi-decade legacy frame rather than the next-quarter frame.

The topsport-team organisational-culture framing

‘HelloPrint ziet hij als een omgeving waar de lat continu hoger komt te liggen en waar veranderen onderdeel is van het dagelijks werk. Net als in een topsportteam is niet iedereen geschikt voor die dynamiek. Dat is volgens hem geen waardeoordeel, maar een gevolg van duidelijke keuzes maken.’ (‘Hans sees HelloPrint as an environment where the bar is continuously raised and changing is part of daily work. Just like in a top-sport team, not everyone is suited for that dynamic. He sees this not as a value judgment, but as a consequence of making clear choices.‘) Plus: ‘Er zijn mensen die in een nieuwe rol komen, en er zijn mensen die dat niet aankunnen of niet willen. Dan is dit een minder goede plek.’ (‘There are people who come into a new role, and there are people who can’t or don’t want to. Then this is a less good place.‘)

The wiki’s clearest Dutch-MKB-founder-CEO topsport-team culture framing — structurally convergent with Erginbilgiç’s same-pattern UK-FTSE-CEO framing 3 days earlier, and with AWS London’s embedded-pod model + hourglass organisation + 5×-expectation + not-everyone-fits set of related claims.

The House of Founders peer-learning anchor

Scheffer credits the House of Founders five-day session in South Africa as the experiential anchor for the transformation conviction. Co-attendee mentioned by name: Joep Verbunt of Matt Sleeps (Dutch mattress D2C). The session built vijf bedrijven met behulp van AI (five companies using AI). The related-article references at the end of the De Ondernemer page name Ron Simpson as the House of Founders co-host with Joep Verbunt and the lead Vijf startups in één week, gebouwd met AI and Wat eerst een maand duurde, kost nu één dag companion-articles. Plausible adjacent ingest targets for any future Dutch-MKB-AI-transformation thread page; the wiki has no Dutch peer-learning-circle anchor yet.

Why this matters in the corpus

Four sub-corpus roles for this source:

  1. The wiki’s first Dutch-MKB-altitude AI-transformation anchor. The existing transformation cluster is heavily US-vantage (Hu, Koomen, MGI, Yee, BCG) + UK-vantage (Erginbilgiç, Allen) + Swiss-corporate-academic (Warner & Wäger origin). Dutch SME founder-CEO at €80M revenue is a meaningful altitude addition. The MKB-as-transformation-context observation — ‘Dat is juist relevant voor mkb’ers … Als je een kleiner bedrijf hebt, is het veel makkelijker om dat te doen’ — is the wiki’s first explicit claim that the rebuild is easier at SME scale than at large-corporate scale.

  2. The wiki’s most-comprehensive single-source W&W operationalisation at SME altitude. Scheffer maps onto 9 of 12 W&W process-model cells in a single ~7-minute article — among the broadest cell coverage in the wiki, and the mapping is unusually clean (see the W&W edge above for the cell-by-cell breakdown). A useful empirical complement to Warner & Wäger’s original Swiss/German European-corporate sample.

  3. The wiki’s clearest Dutch-SME-founder-CEO maximalist statement of the office-work-displacement thesis + the HelloPrint customer-service 100 → 18 quantified worked example as single-firm empirical anchor for the ai-employment-effects concept. Particularly useful as a natural-attrition mechanism anchor — the headcount reduction was primarily via not-replacing-Valencia-rotation-throughput rather than via layoffs, with explicit acknowledgment that some farewells occurred.

  4. The wiki’s first paired transform-from-strength turnaround-playbook anchor at radically different scales — alongside Rolls-Royce (~£80B FTSE-CEO altitude) and Scheffer (~€80M Dutch-SME-founder-CEO altitude), three calendar days apart, executing structurally identical playbooks (burning-platform framing + conscious short-term portfolio sacrifice for long-term winning + topsport-team not-everyone-fits culture + multi-decade horizon-setting). The two-source cluster is a productive playbook-scales-down worked example.

The W&W tagging (9 cells) is among the broadest in the wiki — comparable to JetBrains (10 cells), AWS London (10 cells), and YC Lightcone (8 cells). The presence of both strategic-renewal/business-model and strategic-renewal/organizational-culture cells reflects this source’s reach into the strategic-renewal outcome layer — Scheffer is explicitly making business-model + culture refresh claims, not just digital-capability claims.

Linked entities and concepts

Entities (already promoted, source_count bumped):

  • (none in this ingest — all mentioned entities are first-mention)

Dangling first-mentions (single-source, deferred per §Lifecycle author-entity promotion):

  • Hans Scheffer — founder/CEO of HelloPrint; ex-print-platform-founder turning AI-native.
  • HelloPrint — Dutch print platform; ~€80M revenue 2025; operations in the Netherlands and Valencia, Spain; €1B revenue stip op de horizon.
  • Tijmen Koppelaar — journalist at De Ondernemer.
  • De Ondernemer — Dutch entrepreneurship publication; part of DPG Media.
  • DPG Media — Dutch-Belgian media holding (publisher of De Volkskrant, Het Parool, Het Laatste Nieuws, etc.); owns De Ondernemer.
  • Joep Verbunt — Dutch entrepreneur; co-founder of Matt Sleeps; co-attendee at House of Founders.
  • Matt Sleeps — Dutch D2C mattress company; Joep Verbunt’s company.
  • House of Founders — South Africa-based AI-native-company-build peer-learning session; co-hosted by Ron Simpson and Joep Verbunt.
  • Ron Simpson — Dutch entrepreneur; co-host of House of Founders.
  • Lars Freriks — Dutch entrepreneur; founder of Trustoo (mentioned in companion-article link).
  • Trustoo — Dutch company; Lars Freriks’s company (mentioned in companion-article link).
  • Valencia — Spanish city; HelloPrint’s secondary operations location.

Concepts (last_confirmed bumped; substantive new content possible on enterprise-ai-adoption, ai-employment-effects, automation-vs-augmentation):

  • enterprise-ai-adoption — Dutch-MKB-founder-CEO worked example of full rebuild not optimisation; the Chief AI Officer / CTO is the missing MKB management role observation; the AI-brein as foundation, not a standalone IT project framing.
  • ai-employment-effects — every office job behind a screen disappears maximalist statement + HelloPrint customer-service 100 → 18 worked example with the AI better than human level claim + the natural-attrition mechanism operationalisation.
  • automation-vs-augmentation — Scheffer sits firmly on the automation pole; the technology-leading, smaller-group-of-people-directing reversal is the wiki’s clearest Dutch-MKB-founder-CEO articulation of the automation-first stance.
  • micro-productivity-trap — Scheffer explicitly avoids the trap: ‘Dat is geen los IT-project meer, maar het fundament van de hele organisatie’ (‘this is no longer a standalone IT project, but the foundation of the entire organisation’). The wiki’s clearest Dutch-MKB-altitude avoid-the-micro-productivity-trap articulation.
  • warner-wager-process-model — Scheffer’s execution is the wiki’s most-comprehensive single-source operationalisation at SME altitude (9 of 12 cells).
  • durable-skills — ‘Wie niet investeert in zichzelf, loopt vast’ (‘anyone who doesn’t invest in themselves gets stuck’) — convergent with the durable-skills concept’s learning-as-the-durable-meta-skill claim.

Concepts the wiki may want to promote following this source (deferred, single-source):

  • AI-brein as organisational foundation — Scheffer’s most-load-bearing framing; convergent in spirit with [[2026-05-27-koomen-yc-lightcone-inside-yc-ai-playbook|Koomen’s one-database-to-rule-them-all + multiplayer-harness]] from the same day but distinct in vocabulary and altitude. Defer to second-source promotion.
  • Day-zero rebuild as transformation method — convergent with Hu’s closed-loop-from-scratch framing but distinct in operating from an established €80M revenue base. Defer.
  • MKB Chief AI Officer as missing role — Scheffer’s MKB-specific role-gap diagnosis. Defer to second-source.

Source

  • Raw PDF (14 pp): article file — browser-print save from De Ondernemer website; pages 1-9 article body, pages 10-14 newsletter signup + Lees-ook related-article links.
  • Public URL: deondernemer.nl/innovatie/…
  • Author: Tijmen Koppelaar
  • Publisher: De Ondernemer (DPG Media)
  • Published: 27 May 2026, 18:19
  • Reading time: 7 minutes
  • Language: Dutch

Reading scope

Full article body (pages 1-9 of the 14-page PDF) read end-to-end during ingest. Six substantive contributions surfaced (technology-leading / people-directing reversal; denk vanuit dag nul day-zero rebuild thought experiment; AI-brein as organisational foundation; Chief AI Officer / CTO as missing MKB role; HelloPrint customer-service 100 → 18 quantified worked example; conscious revenue sacrifice for long-term winning). Topsport-team culture framing captured. House of Founders peer-learning anchor captured with co-attendee names. €80M → €1B stip op de horizon + fifty-year company-vision closing captured. Three single-source-deferred concept-page candidates flagged: AI-brein as organisational foundation, day-zero rebuild as transformation method, MKB Chief AI Officer as missing role. Companion-article references at the article end (House of Founders / Ron Simpson / Joep Verbunt) noted as plausible adjacent ingest targets if a Dutch-MKB-AI-transformation thread emerges. Original Dutch quotations preserved throughout the body for provenance — see §Citations beat assertions.

Relationships

Supports

  • Agents, robots, and us: Skill partnerships in the age of AI — **Founder-CEO qualitative confirmation of MGI's quantitative *every-office-job-behind-screen-is-automatable* finding.** [[2025-11-25-yee-mgi-agents-robots-and-us-skill-partnerships|Yee et al. / MGI]] (November 2025): the **Skill Change Index** decomposes 57% US technical-automation-potential as **44% via agents (nonphysical office work) + 13% via robots (physical work)**; the agent-centric quadrant (30% of US occupations, $70k median wage — accountants, software developers, lawyers) is *where the knowledge-work wage premium is at risk*. Scheffer (May 2026, Dutch SME-founder-CEO vantage) names exactly the same observation in qualitative practitioner-altitude language: *'Elke kantoorbaan voor een scherm gaat verdwijnen ... Veel mensen onderschatten hoe snel dat gaat ... Heel veel banen die wij kennen, gaan gewoon echt verdwijnen.'* HelloPrint's **customer-service 100→18 worked example** (an entire department shrunk to 18% of its peak headcount, with AI delivering *'beter dan het niveau waarop mensen het kunnen doen'* — better than the level at which humans can do it) is a single-firm empirical anchor that lands inside MGI's *people-agent* + *agent-centric* archetypes. The wiki's first MGI-cross-reference at the **MKB-SME-founder-CEO vantage** — the same finding MGI quantifies across ~6,800 skills × ~1,800 occupations, Scheffer experiences inside a single €80M Dutch print platform.
  • How To Build A Company With AI From The Ground Up — **Day-zero rebuild thesis at SME-founder-CEO altitude — paired with Hu's YC-partner-prescriptive altitude.** [[2026-04-24-hu-yc-how-to-build-a-company-with-ai-from-the-ground-up|Hu / YC Startup School]] (April 2026): the *AI-as-operating-system* + *closed-loop-vs-open-loop company* + *AI-founder-type* prescriptive framework; *'still builds, still coaches, leads by example.'* Scheffer (May 2026, ~1 month later) is the *Dutch-SME-founder-CEO operationalisation*: *'Ik heb mezelf de vraag gesteld: wat nou als ik mijn huidige bedrijf op dag één opnieuw zou moeten bouwen, wat zou ik dan doen?'* (*'I asked myself: what if I had to rebuild my current company on day one, what would I do then?'*) — Hu's prescription executed as a literal thought experiment. Scheffer's *'Dat is juist relevant voor mkb'ers ... Als je een kleiner bedrijf hebt, is het veel makkelijker om dat te doen'* (*'this is particularly relevant for SMEs ... if you have a smaller company it's much easier to do this'*) is the **SME-altitude inversion of Hu's prescription**: Hu argues this from inside the YC-startup-batch context, Scheffer argues from inside an established €80M Dutch SME that the rebuild is *easier* at SME scale than at Fortune-500 scale.
  • Inside YC's AI Playbook — **Same-day-different-continent convergent declarations of *AI-as-building-layer-not-feature*.** Both sources published 27 May 2026. [[2026-05-27-koomen-yc-lightcone-inside-yc-ai-playbook|Koomen / YC Lightcone]]: *'Part of the key thing is not to just use AI as a copilot ... it's the building layer for everything.'* Scheffer (same day, Dutch-SME vantage): *'Waar vroeger de mensen eerst kwamen en technologie ondersteunend was, draait dat nu om. Technologie wordt leidend, en daaromheen zit een veel kleinere groep mensen die die technologie aanstuurt.'* (*'Where people used to come first and technology was supporting, that is now reversed. Technology becomes leading, and around it sits a much smaller group of people who direct that technology.'*) Both anchor on the **technology-leading / people-directing reversal** as the structural claim. Koomen's *one-database-to-rule-them-all + 350-tool-shared-registry + dream-cycle* primitive set is YC's operationalisation; Scheffer's *AI-brein as foundation* + *dissolved marketing/IT/operations/finance departments* + *Chief AI Officer as missing MKB role* is the parallel HelloPrint operationalisation. **Two-source converging declaration on the same calendar day — one from YC-internal-infrastructure vantage at 350-tool scale, one from a Dutch €80M-revenue SME — both arguing AI is the foundation, not a feature.**
  • Building Dynamic Capabilities for Digital Transformation: An Ongoing Process of Strategic Renewal — **Wiki's most-comprehensive single-source W&W operationalisation at SME-founder-CEO altitude.** [[2026-04-28-warner-wager-dynamic-capabilities-digital-transformation|Warner & Wäger]] derives the 9-cell process model from 27 interviews on digital transformation. Scheffer (May 2026) maps onto **9 of the 12 process-model cells** in a single ~7-minute article — among the broadest cell coverage in the wiki — and the mapping is unusually clean: `digital-sensing/digital-mindset-crafting` (the technology-leading mindset shift, the fifty-year company vision); `digital-sensing/digital-scenario-planning` (the *day-zero rebuild* thought experiment as scenario); `digital-seizing/balancing-digital-portfolios` (*'door bijvoorbeeld afscheid te nemen van bepaalde omzetgroepen ... wel een fundamentele keuze om op de lange termijn te kunnen winnen'* — the conscious revenue sacrifice for long-term winning is a textbook *balancing internal and external options + pacing strategic responses* execution); `digital-seizing/strategic-agility` (deliberately slowing growth to enable transformation); `digital-transforming/redesigning-internal-structures` (the AI-brein dissolving marketing/IT/operations/finance departments — *'Aparte afdelingen voor marketing, IT, operatie en finance, elk met eigen systemen en verantwoordingslagen, verliezen hun functie'*); `digital-transforming/improving-digital-maturity` (the *Chief AI Officer or CTO is the missing role in MKB management teams* observation); `strategic-renewal/business-model` (fundamental rebuild not optimisation); `strategic-renewal/organizational-culture` (the *topsportteam* framing — *'Net als in een topsportteam is niet iedereen geschikt voor die dynamiek'*); `contextual/external-triggers` (AI as the external disruptive technology). The wiki's **first Dutch-MKB-vantage clean execution of the full W&W process model** — a useful empirical complement to W&W's original Swiss/German European-corporate sample.
  • Rolls-Royce CEO Tufan Erginbilgiç Shares His Turnaround Playbook — **Paired turnaround-playbook anchors at radically different scales — Rolls-Royce ~£80B at FTSE-CEO altitude + HelloPrint ~€80M at Dutch-SME-founder-CEO altitude — three days apart, same playbook.** Erginbilgiç (24 May 2026): the Rolls-Royce turnaround playbook — *transform-from-strength normative argument* + *the burning platform* + *'we're going to be the best in the world'* + *not-everyone-fits topsport-team culture*. Scheffer (27 May 2026, three days later, ~1000× smaller revenue): *the exact same playbook compressed to MKB scale*. (1) **Burning-platform / day-zero framing**: Erginbilgiç's *'we are confronting reality and rewriting our story'* ↔ Scheffer's *'wat nou als ik mijn huidige bedrijf op dag één opnieuw zou moeten bouwen, wat zou ik dan doen?'* — both reject continuity-optimisation as the operating frame. (2) **Conscious short-term sacrifice for long-term winning**: Erginbilgiç's portfolio-discipline / pricing-power moves vs Scheffer's *'door bijvoorbeeld afscheid te nemen van bepaalde omzetgroepen ... wel een fundamentele keuze om op de lange termijn te kunnen winnen.'* (3) **Topsport-team not-everyone-fits culture**: Erginbilgiç on culture as the load-bearing transformation lever ↔ Scheffer's *'Net als in een topsportteam is niet iedereen geschikt voor die dynamiek. Dat is volgens hem geen waardeoordeel, maar een gevolg van duidelijke keuzes maken.'* (4) **Fifty-year horizon framing**: Erginbilgiç's *transform-from-strength-while-the-business-is-winning* ↔ Scheffer's *'Wij willen een bedrijf bouwen waar mensen over vijftig jaar nog werken en waar mensen over vijftig jaar ook nog over praten als een voorbeeld van hoe het ook kan.'* Same playbook, two scales, three calendar days apart — Erginbilgiç at the **multi-decade-listed-FTSE-CEO altitude**, Scheffer at the **Dutch-founder-owner-€80M-SME altitude**.

Graph View

Backlinks