RUDOLF RODENBURG
SENIOR STRATEGY AND TRANSFORMATION DIRECTOR
From direction to organisation-wide action
I help leadership teams set direction,
then make it work: through stragegy, brand and culture, into daily practice.
British Airways · BKW Energy (Switzerland) · Novo Nordisk Pharma · Aimia (Canada) · Euro Pool System Logistics (EU) · SOS Children's Villages
When direction needs to become shared action
Organisations bring me in when something has to change: a shifting situation, a hard choice, or a direction that isn't working yet.
– The market is shifting and the current direction no longer fits.
– Leadership needs to look beyond old assumptions and make hard choices about where to focus.
– A strategy exists but hasn't translated into priorities, measures or daily action.
– Brand or culture no longer reflects the strategy, or guides decisions and behaviour.
– Growth, repositioning or integration calls for one shared direction.
– Unresolved tensions or difficult conversations are slowing decisions and progress.
The starting point differs. The need is the same: a sound direction, made to work.
Three connected areas of work
Strategy, brand and culture are usually managed apart. In reality, each shapes the others — and a mandate that begins in one still has to work with the whole.
STRATEGY + EXECUTION
I help organisations read what's changing: markets, customers, competitors, capabilities, and make the hard choices that follow.
Direction becomes priorities, measures and clear responsibilities: not an ambition, but a basis for deciding what to do differently.
BRAND STRATEGY +
ACTIVATION
I use brand as a management tool, not just an identity.
It translates business direction into a promise that guides decisions across marketing, sales, product, culture and communication: strengthening preference, trust and long-term value.
CULTURE + ORGANISATIONAL ALIGNMENT
Strategy isn't real until people understand it, see their role in it, and act on it.
Through participation and dialogue across functions, levels and geographies, I build the ownership people need to apply it well, instead of just agree with it.
When an important direction has to work in practice
You may be reconsidering the organisation's direction, repositioning the business or brand, integrating organisations, or trying to turn an agreed strategy into coordinated action.
If the mandate requires strategic thinking, organisational involvement and senior personal ownership from direction through implementation, I would be interested to hear about it.