tures that have to work together. That’s a huge opportunity as well, optimizing systems of how people work
together. These are all opportunities for our industry.
Consulting: What are clients demanding?
van Hasselt: People that can actually make strategy
happen. It links back to the talent gap and the change
in the talent pool and increasing challenges out there.
Companies need to make their corporate strategy happen. Helping the people in an organization actually
do the things that lead to those results.
That’s where executives are struggling and really
looking for support. So it becomes a blend of really
understanding the clients, having a good solid process
of how you do things as a consultant, blended with an
understanding of the industry or the company you’re
working with and then very much focused on operational change and sustainability in that change.
Consulting: What do you think the future of the energy
consulting market has in store?
van Hasselt: There are definitely opportunities in the
sector. What I find very important is that you sit on
the same side of the table with your clients. Clients
are getting leaner and leaner, there’s less time to
think, if they want to make changes they have less
time to make those changes happen, that’s very much
where Celerant comes in.
Our strength is to implement change, make it sustainable and make the strategy happen. I was always
impressed if people would make this move from shop
floor to top floor and back and show that they understand the connections between the different levels.
That’s where I think as an outsider being able to focus
on those aspects you definitely play an important role.
Companies are too lean at the moment in this growing industry to do that completely on their own.