Discover Benelux | Business | Consultancy
Doing better, not more TEXT: MARTIN PILKINGTON | PHOTOS: BESPOKE MANAGEMENT
Bespoke Management business consultants have an almost medical approach to treating corporate entities. Founded in 2003, the business consultancy Bespoke Management has since built up a client base at home in Luxembourg, and across the rest of Europe. “We’re celebrating our 15th anniversary next year,” says CEO Henri Prevost. “In those years, the world has undergone major financial crises. For a problemsolving business like ours, that has brought both challenges and opportunities.” The team at Bespoke, as the name implies, approaches every client organisation as a unique individual, rather than trying to deliver a one-size-fits-all approach. We explored the philosophy at the heart of Bespoke’s thinking, and how the part54 | Issue 44 | August 2017
nership works to support its clientele, with Henri Prevost.
Q: For you what is the most important function of a business leader? A: Consider the usual French title of a business leader – directeur général. He or she must give the organisation a clear general direction, and not just do things correctly, but do what works for their company and team – what’s actually good for them in their particular context. We believe not in doing more, but in doing better. Someone who achieves that will be truly inspirational, and will find joy in their work.
Q: And if the leader fails to do that? A: Without time to step back and draw breath, a leader’s capacity for decision making is suffocated. They flounder from crisis to crisis, drowning in minutiae, and
all too often suffer stress and eventual burnout. And burnout is a transmittable disease within an organisation!
Q: But is stress not inevitable – desirable even? A: Applied in judicious doses stress can be productive, motivating and stimulating. It can often break through complacent managers hiding behind hackneyed excuses for poor performance. An or-
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