Hidden Treasures Program Launch

On 12 September 2019, the new book and research project by Donald Kalff and Andrea Renda (CEPS) was launched.

More info here

Europe should look at its best qualities to revamp and reclaim its position in the global order, to the benefit of all.


Exclusive interview

In this interview, in Dutch, Donald lucidly explains his core views on European enterprise. An English transcript is available.
Café Weltschmerz, 21 april 2019

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Corporate decision making should not be guided by the interests of shareholders, nor by those of stakeholders. The company itself, its future existence and well-being, is the prime mover.

EU Agenda

The EU is well positioned to develop a new agenda for innovation and economic growth

The EU enjoys a number of competitive advantages compared to other trading blocks, advantages that have largely gone unrecognized to date.
A new agenda should be geared to the strengthening of what is already strong with a focus on the interests of both large and small enterprises.

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Europe’s economic fate will be decided by, and within, a circle of interlinked, innovative cities: Berlin, Munich, Milan, Turin, Lyon, Paris, Amsterdam, Hamburg, Copenhagen, and Stockholm. Coordination of policy development and implementation at EU27 level is called for.

-- from 'A new European innovation and growth agenda'
The European Enterprise

Value creation for society

Large enterprises are an indispensable part of the fabric of modern economies. Donald Kalff draws attention to their poor and diminishing contributions to society. He proposes to reposition the large enterprise and to redesign its governance, organization structure and decision making, absorbing lessons learned by the most advanced European enterprises.

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Existing listed companies are difficult to turn around -- yet advanced enterprises, many of them Nordic, show the way forward.

-- from 'The European Enterprise'
Dutch governance landscape

Testing ground for enterprise models

The Netherlands hold a special place in the EU. Dutch listed companies have proven to be vulnerable to pressure from financial markets and Anglo-Saxon consultants.
At the same time, these companies operate in the context of many special interest groups, champions of the stakeholder model.

But Dutch law and culture support a plethora of alternative enterprise models for unlisted companies: societies, foundations and co-operatives running sizeable businesses.

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Tata IJmuiden is a spectacular example of what a board of directors, a supervisory board, and a works council can do together. The decision to develop a viable, tailor-made business model has ensured the creation of economic value that forms the basis for Tata’s continuity. We can only hope more companies will follow their example.

-- from 'Creating value at Tata Steel Europe'
Entrepreneur and author

Donald Kalff

Donald Kalff is a former member of the executive committee of a large listed company and (co) founder of 6 companies, each pushing technological boundaries in their field. He is also the author of three books and numerous articles on the governance and management of large enterprises and on the competitiveness of Europe.

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