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Vitalent - anticipate, plan and implement business change

The Vitalent growth model is an intnegrated model that supports collaborative business developement. It aids in deciding what types of organization activities need to be improved, what leadership types and roles are suitable for that and what problems should be anticipated. The Vitalent growth model supports managers and consultants in diagnosing and analyzing, evolving business circumstances and processes and planning and implementing business changes they require as a response.


Integrates elements from social and business science models. 


The Vitalent growth model integrates elements from a multitude of models from social and business science. It contains information on personality traits, emotion, leadership styles and roles as well as information on business activities, organization types, growth phases and organization development crises. It is based on the work of Costa and McCrae (Big five personality dimensions), Quinn (competing values model), Mintzberg (organization types) and Greiner (organization development and growth crises) as well as several other models and publications.


The Vitalent growth model was developed by Matthijs Vermoolen. Matthijs has published two books and several articles in leading Dutch management magazines. Some of the these have been translated in English and can be downloaded here.

  • Vitalent growth model

    The Vitalent growth model is based on the work of Costa and McCrae (Big five personality dimensions), Quinn (competing values model), Mintzberg (organization types) and Greiner (organization development and growth crises) as well as several other models and publications. It was published for the first time in the book Vat op Vitaliteit (2006) and was the starting point for several articles on organization development. In 2011 another book, Manage... Download publication
  • Go as a rocket

    Go as a rocket presents a model, that shows how different types of projects develop differently. Especially during the initial stages project activities and decision making differ hugely between strategic, R&D, continuity and improvement projects. This article shows the differences during the start-up, study and proposal phases as well as the project legitimation in the business case. It also provides ideas on how to manage the project portfo... Download publication
  • Managing issues

    Complaints, non-conformities and improvement ideas not always make it to the meeting agenda, are not always discussed between employees required and often do not lead to concrete actions. On top of that there is often no adequate follow up on action points and activities often do not lead to concrete results. Each and every organization manages issues: problems and ideas that require attention. But despite all the time invested in meeting, discus... Download publication

Contact

Vitalent
Klokkengietershoeve 122
7326 SE Apeldoorn
T 055 534 79 63
E-mail info@vitalent.nl

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