Cognitive Business Management

Consumers drives your business. Technology drives your change. Information drives your decisions. Your value cycle empowers your people and continuity. What goes around comes around.

Exponential

Printing On Demand
Finish On Demand
3 D Printing
Singularity 

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Management

Business Management
Business Information  
ICT management
Interim management

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Change

Demand management
Supply management
Integrated Quality Management
Innovation

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Consulting

Consulting Packs
Consulting Roles
Consulting Methods
White Papers

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Business information Management

Information is the new oil. We need technology to share information. Is your business founded on information in stat of products and services or vice versa. All the used western business management models after WOII models seems to have a limited lifecycle. The word “welfare” changed and improved in the last decennia. But how to address millennial, linked, Gen Z generation with your services and products.

Cognitive consulting

Does the business get the right information to take the right decisions and does business information help you to mature the organization. Is there an alignment between business, information and ICT management. Does welfare be part of your business strategy. Does the business get the right information to take decisions. Does business information help you to mature the organization. Is there analignment between business, information and ICT management. Is welfare a part of your business strategy.

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What Our Clients Say

 found Mark very open to work with and he quickly sought to establish a good relationship. He has a huge amount of energy to understand the wholebusiness, not only the systems and processes but the overall dynamics of the organisation. He is creative in thinking out of the box about possible solutions and respected for his knowledge of the industry. I believe he has a strong vision and is prepared to take risks to achieve it.

Lesley Pugh – Change Facilitator and Coach, CCF Ltd

We worked with Mark on several client projects. Due to Marks technical foundation and expertise he is very instrumental in project scope definition phases as well as in the outlining of workflow process proposals and its the business implication. We are always pleased to work again and can surely recommend him.EskoArtwork – Global Director BrandOwners – Dieter Jan Janout

I know Mark as a dedicated business consultant, with an open mind and character. Mark is persistent when necessary, but he impressed me most by thinking out of the box for long term strategic client solutions. Pieter Elshout – publisher of De Groene Amsterdammer magazine

Mark Kleiter realized a complete change of datafile workflow at UMGI-Berlin Creative Services for preparing, verifying and transmitting worldwide used artworkfiles. We are absolutely satisfied with implementation of this high technical solutions. The result: more fast, more quality, clearly less spending money!Manfred Baer, Head of Creative Services, Supply Chain management, Universal Music Entertainment GmbH

Our Awesome Team

 The advisory board is a collective that feeds consulting; Discussion, feedback and reflection is key to deliver high performance consulting.

Mark Kleiter

Co-founder 

Universal Music gave me the chance to start my own media consulting business in 2008 and I developed my business management maturity by innovation and changed demand. 


Arjen van Aalderen

Advisory board

A vast professional that consumes learning as oxygen.  He gained,  knowledge as NLP master coach and likes to fly a plane.


Liane van Deijk

Advisory board

 She is equipped with so much common sense and made a change in the course of life by following the school of law.


Ric Hofmans

Advisory board

 Sharing of information is key in Ric’s life. Loves books and created out of nowehere a whole subscriber and writer’s community.


10 years of

PROJECTS

11.221

WORKED HOURS

1

CONSULTANT

News update

Digital Asset Management

Digital Asset Management is never the goal, but a means of regulating and providing information flows for the internal and external organization. No DAM gives immediate added value to the organization, despite the handy tools that is included. Also, as a department, business unit or information expert understands this and sees benefits in an applied solution for information communication. DAM is part of an organizing system that regulates content communication and distribution. The output of a DAM becomes visible in other information systems. For example, a webshop or customer or customer. The advantage of DAM is that the complex company greatly simplifies processes for information management. DAM, to a certain extent, regulates the content information needs of the organization and promotes chain management of the organization. Before looking for a DAM solution directly, the business requirement question, usually a business problem, needs to be made clear

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Cognitive Consulting Packs

Get the best
business consulting that meets YOUR requirements

See some descriptions of consultings methods and consulting packs.

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Consulting Methods

MKC consultancy uses the standards of PMO, Prince II and Scrum to manage the projects in the specific roles. Organizational assessments are done via a mix of methods like INK, Demand management (BiSL), CMM to measure the maturity of the organization and see how business strategy cascades down into operations. But also does the organization get the right business information. MKC consultancy uses the standards of PMO, Prince II and Scrum to manage the projects in the specific roles. Organizational assessments are done via a mix of methods like INK, Demand management (BiSL), CMM to measure the maturity of the organization and see how business strategy cascades down into operations. But also does the organization get the right business information. 

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Independent Strategic Consulting

Project definitions take time to provide the correct pitch that allows for projects to be presented to the board of directors in a manner that displays clear and concise payback time that ties into both the strategic plan and the technology direction of the company. Premium projects can be driven in a better manner when the project definition is clearly defined in a simple transparent and comprehensive way that aligns with the businesses technology objectives.
Business process analysis and project workflow analysis are pre-requisites and are the foundation for establishing new procedures and operations for successful projects. Project definitions take time to provide the correct pitch that allows for projects to be presented to the board of directors in a manner that displays clear and concise payback time that ties into both the strategic plan and the technology direction of the company. Premium projects can be driven in a better manner when the project definition is clearly defined in a simple transparent and comprehensive way that aligns with the businesses technology objectives.
Business process analysis and project workflow analysis are pre-requisites and are the foundation for establishing new procedures and operations for successful projects.

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Business Transformation Program

Providing corporate or program management that has clear and distinct objectives to align the business to the current and future market conditions. Driven by stakeholders who have the operational budgets to ensure a working model that is fit for purpose can be achieved. All possibilities would be reviewed including outsourcing, the in sourcing of non-core business or consolidation. Business information management optimization would be reviewed to find the most effective way to reduce operational costs and keep with the SLA’s with the customers, where possible even improve on the SLA’s contracted to the customers. Providing corporate or program management that has clear and distinct objectives to align the business to the current and future market conditions. Driven by stakeholders who have the operational budgets to ensure a working model that is fit for purpose can be achieved. All possibilities would be reviewed including outsourcing, the in sourcing of non-core business or consolidation. Business information management optimization would be reviewed to find the most effective way to reduce operational costs and keep with the SLA’s with the customers, where possible even improve on the SLA’s contracted to the customers.

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Program Management

Programs managers are the key stakeholders acting on behalf of the project sponsors ensuring that each independent project is managed correctly to accomplish the objectives set out for each of the projects in the program. The program manager consultant will be responsible for ensuring that all the projects lead to an improvement of the businesses performance ensuring that the project sponsors are kept abreast of the status of all projects in the program. 
Management of the following key areas will be covered: Governance: The structure, process, and procedures to control projects operations and any changes to the performance objectives.  Standards: To define the performance architecture and key performance indicators. Alignment: To ensure the program supports the higher level strategy, goals and objectives. Assurance: Ensuring adherence to standards and alignment with the business strategy and goals. Verify and validate that the program is running correctly. Management: Ensure that there is correct management for projects, sponsors and suppliers is in place and that there are regular reviews on the progress of the projects. Integration: Technically ensure all projects integrate correctly. Finances: Track basic costs together with wider costs of administering the program.  Infrastructure: Allocation of resources and cost that affect the success of each project and the overall program.  Planning: Develop the plan bringing together the information on projects, resources, timescales, monitoring and control. Improvement: Continuously assess performance; research and develop new capabilities; and systemically apply learning and knowledge to the program. Programs managers are the key stakeholders acting on behalf of the project sponsors ensuring that each independent project is managed correctly to accomplish the objectives set out for each of the projects in the program. The program manager consultant will be responsible for ensuring that all the projects lead to an improvement of the businesses performance ensuring that the project sponsors are kept abreast of the status of all projects in the program. 
Management of the following key areas will be covered: Governance: The structure, process, and procedures to control projects operations and any changes to the performance objectives.  Standards: To define the performance architecture and key performance indicators.  Alignment: To ensure the program supports the higher level strategy, goals and objectives.  Assurance: Ensuring adherence to standards and alignment with the business strategy and goals. Verify and validate that the program is running correctly. Management: Ensure that there is correct management for projects, sponsors and suppliers is in place and that there are regular reviews on the progress of the projects. Integration: Technically ensure all projects integrate correctly. Finances: Track basic costs together with wider costs of administering the program.  Infrastructure: Allocation of resources and cost that affect the success of each project and the overall program.  Planning: Develop the plan bringing together the information on projects, resources, timescales, monitoring and control. Improvement: Continuously assess performance; research and develop new capabilities; and systemically apply learning and knowledge to the program. 

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