Most transformation efforts fail not because leaders lack frameworks, plans, or metrics, but because change is treated as a control problem rather than as a future that must be deliberately shaped.

Design Attitude in Leadership completes a trilogy that presents a unified philosophy of transformation. Building on Managing as Designing (Boland and Collopy, 2004), the essay reframes transformation as a design challenge rather than an optimization problem alone. It contrasts the conventional decision attitude, which selects among existing options, with a design attitude, which creates new possibilities. In this view, program management becomes the architecture of transformation, aligning vision, structure, and culture to support disciplined execution in complex environments.

Taken together, the trilogy argues that sustainable transformation is not a technocratic rollout, but a leadership-led and design-informed act of organizational change. Results depend not on control alone, but on coherence: aligning leadership, design, and execution around a credible direction.

The full essay is available upon request.

Design as Possibility positions design as a core discipline in organizational transformation, not as an aesthetic layer or procedural tool, but as a strategic practice for shaping the architecture through which change is carried.

The essay argues that leaders must move beyond optimizing inherited arrangements and instead take responsibility for shaping transformation itself: its governance, sequencing, coordination, and implementation logic. Design is treated as an act of authorship at the level of change architecture: the alignment of structure, meaning, and direction under real conditions.

By introducing the concept of emotional architecture, the essay defines how transformation structures can support both performance and organizational credibility.

Leadership as Human Art examines leadership as a humanist practice rather than a technical function, grounded in character, judgment, imagination, interpretation, and the disciplined exercise of command.

The essay argues that effective leadership requires more than alignment and communication, especially in periods of uncertainty and transformation. Leadership, in this view, is a serious practice that helps make change intelligible, credible, and durable by shaping trust, meaning, and collective commitment under real conditions.

Together with Design as Possibility and Design Attitude in Leadership, this essay completes a trilogy that reframes transformation as a leadership-led and design-informed endeavor: leadership provides judgment, design provides form, and execution carries change into practice.

Eric Teunissen presented his groundbreaking research on industrial relocation projects in a paper for Rabobank.

“Large-scale industrial relocation projects can be effectively executed by deploying a universal organizational structure, despite unique technical, organizational, and logistical project characteristics.”

The project received international acclaim and was awarded the Benelux Enterprise Award. Division Group was later named “Best Banking Temporary Management Resources Provider” by EU Business News in 2020.

Eric Teunissen presented research on forecasting profits within matrix organizations in a paper for Van Nieuwpoort Prefab Beton’s product group, Construction Elements.

He subsequently developed and implemented a breakthrough solution that enabled the project management department to reliably forecast profits for all precast concrete infrastructure projects.