Prof.dr. Geert Heling
Expert areas: Accounting & Control (Accounting Information Systems, Auditing, Management ), Business & Society (Civil Society, Corporate Governance, Corporate Social Responsibility, Strategic Corporate Governance), Context (Arts and Culture), Family Business (Business Family Dynamics, Change Management, Consulting, Social Entrepreneurship, Strategic Planning, Strategy and Innovation, Transition Management), Finance (Corporate Governance), Health & Education (Education Management, Health Care Management, Innovation, Strategy), Management & Organisation (Business Administration, Business Ethics, Business Intelligence, Career and Professional Development Coaching, Change Management, Consensus Building, Corporate Governance, Corporate Social Responsibility, Decision Making, Executive and Leadership Coaching, Human Resource Management, Implementation of Change and Transition Processes, Innovation Management, International Management, Knowledge Management, Leadership, Organisational Behaviour, Organisational Development, Organisational Learning, Organisational Negotiation, Performance Management, Research and Development, Strategic Management)
The triangle behavior-language-culture has always been my fascination. For that reason, I chose to study Psychology with Culture and Religion Psychology as my specialization.
In addition to the regular program, I wanted expansion by participating in additional courses such as Language Philosophy and Sociology of Mass Communication. Already during my studies I had other positions, one of which was a research assistant at the Max Planck Institute for Psycholinguistik, Nijmegen. I continued this job after graduation. My final project was a study of health behaviors.
On account of my graduation thesis, I asked for a job as a behavioral scientist at a major national research LEOT, (the National Epidemiological Study of Dentistry, see lit. list). This research was conducted by the Faculty of Dentistry of the University of Nijmegen, in cooperation with TNO. After completion of this study, I stayed connected to the University for two more years, while completing a PhD.
Through my private activities for Junior Chamber Netherlands and JCI, I was introduced with the phenomenon Management training. Within this organization, I have held various positions, including national vice-president. In collaboration with others, I set up a foundation within this organization who trained trainers themselves (over 60) and let them take care of training in individual committees and at national and international conferences (Netherlands, Europe, Africa, United States).
With that experience, I made a career switch from researcher to management consultant, and I started working at Goos Sens Management Resources, a consulting firm based in The Hague. At this office, I was taught the profession of consultant in practice, and I also gained management experience through my role as division head. After 5 years, I made a switch to Ardis Management Development, also based in The Hague. Within Ardis I gained a lot of experience as a management trainer and developer of training, education and curricula.
After another 5 years I left Ardis and started for myself in 2001 with the Office Médoc Management Consulting. The network I built up over the years, in particular the network within the government, came in quite handy.
My interest in culture and behavior led me to accepting a part-time position at the Maastricht School of Management (MSM) in 1996. MSM focuses on education and capacity building projects in countries in the developing world (emerging economies). At that time, MSM was working with more than 26 outreach partners, business schools, universities and institutes in Asia, Africa and South America.
The formula is that participants receive education on site, provided by partly local and partly international faculty. Graduates receive a double degree, one of the local institution and one of MSM.
Through these activities I have gained extensive international experience working in other cultures (cross-cultural management and education).
From 2013, I am also head of the cluster 'Strategy, Leadership, Change and HRM’ inside MSM. My responsibility mostly includes the quality control of the curriculum, given courses and modules.