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

Design Attitude in Leadership completes a trilogy that articulates a unified, leadership-driven philosophy of transformation. Building on Managing as Designing (Boland and Collopy, 2004) and informed by research on human motivation in change, the essay reframes program management as the architecture of transformation—aligning vision, structure, and culture to enable disciplined execution in complex environments.

Taken together, the trilogy argues that sustainable transformation is not a technocratic rollout, but a human-centered act of organizational design. Enduring results are achieved not through control, but through conviction—by leading, designing, and executing change with coherence, care, and strategic intent.

The full essay is available upon request.

Design as Possibility positions design as a core leadership discipline in organizational transformation—not as an aesthetic or procedural tool, but as a strategic and moral act.

The essay argues that leaders must move beyond optimizing inherited structures and instead take responsibility for shaping new organizational forms that express purpose, enable performance, and create future readiness. Design is treated as an act of authorship: the intentional alignment of meaning, structure, and direction.

By introducing the concept of emotional architecture, the essay establishes the conceptual foundation of the trilogy, defining what transformation can be when organizations are designed to both perform and resonate.

Leadership as Human Art examines leadership as a humanist practice rather than a technical function—grounded in character, judgment, and the capacity to give meaning to change.

The essay argues that effective leadership requires emotional intelligence, interpretive clarity, and moral responsibility, particularly in moments of uncertainty and transformation. Leadership, in this view, is an ethical and creative act—one that shapes trust, culture, and collective commitment.

Together with Design as Possibility and Design Attitude in Leadership, this essay completes a trilogy that reframes transformation as a leadership-led endeavor—where leadership provides the ethos, design provides the form, and execution becomes an expression of conviction rather than control.

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.