TEN Inspires Exponential Leadership in Dutch Business Sector, Introducing CEOs to the Power of Exponential Technologies

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1 CUSTOMER STORY ENTERPRISE TEN Inspires Exponential Leadership in Dutch Business Sector, Introducing CEOs to the Power of Exponential Technologies THE CHALLENGE COMPANY: The Executive Network (TEN) Become the leading Dutch executive search firm in the Netherlands and build better businesses by educating the country s top CEOs about exponential leadership models to help them thrive in today s business climate of rapid change and disruption. FOUNDED: 2010 THE RESULT The Executive Network (TEN) is the leading Dutch executive search firm in The Netherlands, differentiating itself with a strong, cross-industry network of inspired Dutch CEOs and board members who have learned how to recognize and leverage the opportunities presented by exponential technologies. INDUSTRY: Executive Search RESULTS, OUTCOMES, AND ACHIEVEMENTS TEN is now the leading Dutch executive search firm. Over 4 years, 300 Dutch executives from Holland s top banks, pension funds, insurance companies, transportation, infrastructure, construction, engineering, professional services, hospitals, real estate, energy, and telecom businesses have attended SU. TEN and SU have defined for Dutch CEOs and boards the leadership skills necessary for today s disruptive business environment, helping them grow their companies using exponential technologies. Cross-pollination of exponential leaders across different industries has led to a new network of exponential thinkers actively sharing ideas and advancements for growth.

2 The mission: Build better business leaders in the Netherlands. The unusual source for this mission: The Executive Network (TEN), an executive search and recruitment firm based in Amsterdam. We were in the lucky position to build a company from scratch, with a white sheet of paper in front of us and some money in the bank. We would do it all with the lessons learned from the past and the input from our network., co-founder of TEN Its unorthodox method: Inspire CEOs and board members with a vision about the future and technology, then help them understand how to shape and leverage that future and become better leaders. Marty Tuk, a serial investor and entrepreneur, search industry veteran, and co-founder of TEN, explains, TEN s definition of leadership is about vision. My colleagues and I had noticed in the past that very few executives have a clear vision about how the world is changing today. They also have no mechanism for sharing that vision or inspiring others. So, Tuk and his co-founders decided to start a new company in The market was already crowded with three larger and well-established global search firms serving 85 percent of the country s executive search needs. After polling their networks of previous clients and companies to explore the feasibility of entering the market, they discovered the existence of underserved clients at the top of the market. But just as important as meeting the needs of the top executive echelon was also being able to come with different candidates than the other three search firms were providing, said Tuk. Not the same old lists, but new names new names that could help them create the future. Well, we thought, that s quite the challenge. Having defined the opportunity, the three founders, who had worked together previously in the early-to-mid 2000s, decided to build a new kind of executive search service. Tuk came back to the business for this opportunity. He explained, We were in the lucky position to build a company from scratch, with a white sheet of paper in front of us and some money in the bank. We would do it all with the lessons learned from the past and the input from our network. Tuk continued, Of course, we get paid for executive search, but TEN s raison d être is that we have a very strong will to create better leaders. And better leaders create better companies, and better companies need better people. The business model would become self-fulfilling, a virtuous circle.

3 From the beginning, Tuk and his team decided to invest in inspiring the leaders in their market by organizing events a year for Dutch CEOs and board members, the top eight or nine leaders at a company. The events, ranging from small dinners to large conferences, all had speakers who would discuss macroeconomics, technology, philosophy, psychology, sustainability, democracy, and other subjects that have an impact on the world. The topics were always linked to the needs of the guests, their business models, and markets....as I ve said many times, better leaders enable better companies, and better companies in turn build and need better people. The events were popular and demand quickly outstripped the ability of the new firm to keep up with requests. One night in 2013, Tuk was watching a Dutch television show, Tegenlicht, that features one guest for a 2-hour interview. That night, the guest was Peter Diamandis, executive founder of Singularity University (SU), Chairman of the XPRIZE Foundation, one of Fortune Magazine s World s 50 Greatest Leaders, and the best-selling author of Abundance: The Future is Better than You Think and Bold: How to Go Big, Create Wealth and Impact the World. Tuk s business partner, Jan Rapmund, was also watching the show and called him. We were inspired by what Peter was saying, said Tuk. When we went to learn more about Singularity University, we did some checking and unexpectedly learned that Peter Diamandis was also in Holland at the time and was available to speak. Tuk sprang into action and organized an event. Amsterdam s mayor provided a special venue and the team invited 1,200 people to attend, including 400 executives, the local SU alumni community, and 400 of the top students from local universities. After his address, Diamandis suggested Tuk begin bringing groups of 10 Dutch executives at a time to Silicon Valley for SU s week-long Executive Program, which educates executives from around the world on exponential thinking for global impact. In 2014 and 2015, TEN brought 50 executives to SU. High Demand for SU Training Among Dutch CEOs Leads TEN to Create Custom Program Originally an eight-day program, SU s Executive Program (EP) convenes approximately 90 executives in each cohort to learn about the impact of rapid changes in technologies such as artificial intelligence, robotics, digital medicine, quantum computing, and virtual reality for the future. The program inspires urgency and provides the new thinking and tools leaders need to leverage the disruptions caused by these technologies for company innovation and growth. Demand continued to build for the program as more and more attendees returned and shared what they had learned with the rest of the TEN network. But the EP is only held several times per year and in the interests of diversity, only a small number of participants can attend from a given country in each cohort. The EP was too long for most to be out of the office, so it was clear that another program would be needed in order to meet the rising interest in this content and to provide custom components, such as visits to Silicon Valley companies. Tuk knew that large numbers of executives would want to gain the insights and expertise that only SU could offer. Thus, TEN and SU worked together to create a customized three-day Exponential Technology and Strategy Program for groups of 55 executives at a time, as often as needed. Tuk calls it The Executive Network Innovation Program. Master Classes in Exponential Technologies and Their Impact The executives who attend the program are leaders of the largest Dutch companies. TEN has developed a strong network across several industries and represents the CEOs of the top 10 banks, pension funds, and insurance company leaders in the country. Transportation and infrastructure leaders have also attended the SU program, representing the Dutch Railway, ProRail, and Schipol Airport. Still

4 others have joined from large construction and engineering companies, professional services firms (including KPMG, Bain, and Deloitte), hospitals, real estate companies, energy, and telecom. The agenda for each day is intensive. There are 3 or 4 presentations and a company visit to iconic Silicon Valley companies like Google, Salesforce, PayPal, Intel, Cisco, and Facebook. Peter Diamandis gives an introduction to exponential technologies and their potential to cause 10x growth for enterprises that understand their connection to business and abundance. We use SU to give them insight into the technological possibilities of the next decade and the fast interchange of those possibilities in relation to the ethical questions they present. SU faculty with expertise in specific exponential technologies address the attendees, covering the latest developments in DNA and digital biology, robotics, virtual reality, artificial intelligence, additive manufacturing/3d printing, quantum computing, sustainability, and blockchain. Participants also discuss what the future of education should be in the Netherlands to ensure students develop the optimal qualities and skill sets for successful lives, both personally and professionally. The program concludes with talks about the impact these technologies have on business, specifically around ethics and how exponential tech is changing business models and the economy. SU faculty member David Roberts gives the last talk on ethics. Noted Tuk, It is critical to send them off with this talk because after 3 days of what the technology can do, our executives believe literally everything is possible. But, as we know, with opportunity comes choice. What are we going to allow to be used? How are we going to deal with the consequences as human beings? What is the role of a human being, of artificial intelligence? The reason for our existence? We use SU to give them insight into the technological possibilities of the next decade and the fast interchange of those possibilities in relation to the ethical questions they present. My main objective with these trips, continued Tuk, is to inspire the people in our network, because I hope by inspiring them with new insights and by enlarging their world, their view of the world, they will become better leaders. And, as I ve said many times, better leaders enable better companies, and better companies in turn build and need better people. In our business there is no difference between candidate and client, because each client can be a candidate and each candidate can be a client. Once back in the Netherlands after the program has ended, Tuk regularly follows up with the SU alumni by visiting them to discuss what they are doing and how they are implementing what they have learned. Since TEN is a search firm and not a business consultancy, the company continues to facilitate the experience, making sure executives connect with the SingularityU The Netherlands Innovation Hub and meet its CEO, Diederick Croese. He also plans ongoing activities for the Singularity University alumni club TEN has formed within its CEO network. Since TEN s network of executives who have attended SU also includes such professional services firms as Deloitte, Bain, and KPMG, he encourages his executives to follow up with these firms to help them operationalize what they have learned. They suddenly see what is possible, what is new for them, what impact it might have for their business and what they can learn from developments and innovations in other industries. This is one of the great insights and takeaways from SU. The Five Perceptions or Behaviors All Participants Take Back from SU Participants from various industries are initially interested in the one or two exponential technologies they think are particularly important to their businesses. Hospital CEOs are impressed by the advances in neuroscience and by DNA hacking. People from manufacturing gravitate to robotics and drones, especially if they are in operations or logistics. The insurance companies and banks are surprised by blockchain. But what they all learn at SU, said Tuk, is what happens to exponential growth and opportunity

5 when 2, 3, or 4 of those technologies converge. They suddenly see what is possible, what is new for them, what impact it might have for their business and what they can learn from developments and innovations in other industries. This is one of the great insights and takeaways from SU. The SU content has profound impact on the CEOs and their businesses. When canvassed about their SU experience, participants talk about how their perceptions have changed. Said Tuk, There are several takeaways they all mention. First, they are shocked about everything that is technologically possible that they were not aware of and begin thinking about how that is going to impact their business models and their businesses within the next 1-2 years. From the day they come home, the number one subject on the agenda for board meetings is innovation. The second thing we see, Tuk continued, is that in the weeks immediately following the program they give us the names of other executives from their companies that they want to have join the next visit to SU. This is because it is very difficult to communicate the SU experience and the shift in mindset that occurs. We had two senior executives from a large Dutch bank (Van Lanschot Kempen) go to SU and when they returned they tried to explain the experience to their CEO. The CEO decided to join us on the next trip. Some alumni join TEN s SU hub and some start their own at their companies. Others begin participating at the country level with SingularityU The Netherlands and with local SU Chapters. Said Tuk, I visited one event in Amsterdam and I discovered that there were 6 or 7 other participants there from our SU journeys! From the day they come home, the number one subject on the agenda for board meetings is innovation, continued Tuk. How are they going to change their companies fast enough, and in the right direction, in order to be prepared for everything that is coming their way with all these new technologies? And how are they going to make sure that they are not going to be disrupted? They all start new corporate labs working at a divisional level and for these, they now recognize they need a new type of employee, Tuk continued. This is where our own business benefits. The CEOs immediately understand that they need other kinds of people on board (executive and non-executive) at their companies, including younger people with different knowledge. They are much more open to diversity, and not just in terms of gender diversity, but also cultural diversity and age diversity. It makes it easier for us to add value to our clients. They start hiring people from other industries, when before they just wanted representatives from their own. They now need an executive search firm like ours that can find them new talent from adjacent industries, diverse individuals who have new knowledge and can drive innovation and change. How the SU Program for Dutch CEOs Grew TEN s Business As impressive as the results are for the Dutch executives who come to SU, Tuk has seen a similar impact on the success of his executive search firm. Started in 2010, TEN is now the largest Dutch executive search firm and is successfully competing with the top 3 global firms. The strategy of our company is built on three pillars, he said. The first is to connect with the top executives in the Netherlands, the second is to inspire them to become better leaders, and the third is to execute with excellence the assignments they give us. The new role we ve created for ourselves is satisfying. It is good for our business, it is helping our clients, but it is also helping our country. It s fun. I m always surprised that I m the only executive search firm that is doing this. The first two are easily accomplished each time Tuk brings a group of CEOs to SU. SU is a fantastic way of implementing our strategy and a good investment for us, he says. As a result of the SU program, we ve developed strong, personal, trusted relationships with Dutch business leaders and our network is huge. Also of great benefit is that his clients are invited to participate in the design and outcome of his business model. Clients initially asked him

6 to provide them with different lists of candidates than those provided by the other three firms. As a result of the SU programs, now 300 of them are much more open to diverse candidates from other industries who bring new skills and ideas for innovation. The SU-trained executives are now much more open to younger people, much more open to creative people, said Tuk. All these companies created new functions after going through the program. Titles like chief digital officer or chief innovation officer. These functions are good for us in extending our search parameters to new audiences and we have a ready-made network of global experts since we are part of the SU community, a 170,000-strong group of likeminded individuals and technology experts. As a result of our programs with SU, we re single-handedly changing the search industry in the Netherlands and differentiating ourselves in the process. A byproduct of coming to Silicon Valley and seeing large, successful companies at the forefront of exponential technology is that TEN s executives are now open to more consultancy than they were before. TEN is now a trusted partner that is invited to the discussion about the types of people who should be added to boards in order for companies to be successful in the future. TEN recommends each company examine the individual makeup of its leadership team and counsels executives about curating potential profiles that should be added for people who can help them take the company forward during the inevitable business disruptions. The new role we ve created for ourselves is satisfying, said Tuk. It is good for our business, it is helping our clients, but it is also helping our country. It s fun. I m always surprised that I m the only executive search firm that is doing this.

7 Successful CEOs Who ve Learned a Thing or Two Through SU With SU, we ve been able to develop a very, very strong network of people with the same experience, knowledge set, and expectation for what is possible. It is good for the Netherlands. The TEN network becomes a group of friends. With 300 SU-educated CEOs and board members (as of early 2018), representing the full gamut of Dutch industry as part of its network, TEN has created a strong base of innovation and change in Dutch business. Pre-SU, many CEOs had equated high-speed change with risk. Post-SU, they are aware that not changing is the risk. Across industries, there is now a core Dutch business group whose members realize they need to move beyond thinking of themselves as competitors and understand that they are often facing the same issues. They re open to sharing with each other how they are going to implement what they have learned at SU. Tuk explains, With SU, we ve been able to develop a very, very strong network of people with the same experience, knowledge set, and expectation for what is possible. It is good for the Netherlands. The TEN network becomes a group of friends. Below, CEOs of three leading Dutch firms share how they are running their businesses differently as a result of their SU experiences. Royal HaskoningDHV is a 130-year-old engineering, design, and project management consultancy that provides counsel to a diverse set of industries. Vesteda is a finance company specializing in real estate development, and a.s.r. is an insurance firm with roots dating back to Those 3 days at Singularity University offered a fantastic look into the (nearer than expected) future. For me personally it confirmed that we are definitely on the right track in transforming our company! But it also made it absolutely clear that we should move much, much faster... Erik Oostwegel, CEO, Royal HaskoningDHV The SU course in 2016 was the most inspiring educational experience I have had in my life. The key players themselves in the field of AI, robotics, 3D printing, cybersecurity, self-driving cars, energy, and healthcare presented their vision and recent developments. After this week I realized that the future was much closer than I thought. We actually implemented some innovations in our organization shortly after attending SU. Without this experience, we most likely would have waited to do so. Gertjan van der Baan, CEO, Vesteda My visit to Singularity was inspiring as well as confronting. The future is today! I took home lots of ideas to develop our company to the next stage. Artificial intelligence, robotics and healthcare developments will change the role of mankind and the nature of our business. Yuval Noah Harari s Homo Deus: A Brief History of Tomorrow came to life. Jos Baeten, CEO, a.s.r.

8 SU and The Executive Network At-a-Glance SU PROGRAMS Executive Program: 2014, 2015 Exponential Technology and Strategy Program: 2016, 2017, 2018 EXPONENTIAL TRANSFORMATIVE PRACTICES Exponential Leadership Exponential Organizations Organizational Innovation GLOBAL GRAND CHALLENGE Prosperity About Singularity University Singularity University (SU) is a global learning and innovation community using exponential technologies to tackle the world s biggest challenges and build an abundant future for all. SU s collaborative platform empowers individuals and organizations across the globe to learn, connect, and innovate breakthrough solutions using accelerating technologies like artificial intelligence, robotics, and digital biology. A certified benefit corporation headquartered at NASA Research Park in Silicon Valley, SU was founded in 2008 by renowned innovators Ray Kurzweil and Peter H. Diamandis with program funding from leading organizations including Google, Deloitte, and UNICEF. To learn more, visit SU.org, join us on Facebook, follow us on and download the SingularityU Hub mobile app. Rev Singularity University. All rights reserved. NASA Research Park Building 20 S. Akron Rd. Moffett Field, CA USA