Bio: Ingmar Leliveld is a senior executive advisor specialized in developing and implementing organic growth strategies. He serves as personal coach for American executives transferring to corporate leadership positions in Europe. He is a columnist for a management periodical in which he writes on the U.S. consulting industry. He regularly speaks at professional and client industry conferences and teaches periodically at leading universities.
Prior to establishing his independent practice in Charlottesville, Mr. Leliveld was a partner with Diamond Management & Technology Consultants in Chicago. Before that, he was a manager with the Boston Consulting Group, where was a member of the Consumer Goods & Retail practice and worked in the firm’s Chicago, Amsterdam and Jakarta offices. Key client industries include consumer goods, retail, life sciences, energy and industrial products. Before his consulting career, he worked with ING Bank in the Netherlands.
Mr. Leliveld has been recognized for applying corporate portfolio theory to the field of managing technology investments in complex organizations. Key findings of his work were published as “Best Practices in IT Portfolio Management” in MIT Sloan Management Review (Spring 2004). His current work with Professor Venkatesan looks at managing portfolios of customer relationships, with an emphasis on strategic customer partnerships.
Expertise: Customer Collaboration in Organic Growth Strategies
Fellowship Focus: During his Batten Fellowship, Ingmar Leliveld will collaborate with faculty host Raj Venkatesan on research related to customer collaboration as means to achieving organic revenue growth.
Customer partnerships are becoming increasingly important as competitive platforms. Key trends driving this are shortening product lifecycles, the growing role of customer data, access to low-cost manufacturing options and the proliferation of collaboration-centric management methods and skills. Known customer collaboration initiatives have drastically increased new product success rates, fended off aggressive pricing strategies from rival vendors and opened up entirely new business opportunities.
Yet a majority of firms have not been able to realize benefits from their customer collaboration efforts. Projects have failed because they either identify the wrong partners, or they do not clearly define the goals of the collaboration, or they stop the collaboration process prematurely or they do not identify the right team members for the collaboration. The research of Mr. Leliveld and Professor Venkatesan will develop a theory that identifies organizational capabilities and market structures that are conducive for customer collaboration. They will develop a set of tools and methods which will help business managers answer questions such as:
Why and when collaborate with customers?
Which economic and strategic benefits can be expected?
How to select partners?
What organizational functions and structures are appropriate?
How to avoid common risks and pitfalls?
Mr. Leliveld and Professor Venkatesan expect to capture their findings and recommendations in a variety of media and platforms, including articles in academic and general management publications.