Explain these visions in simple but vivid terms so that people from the top down can repeat them. In my experience, finding those balances starts with a complete, fact-based assessment of your starting position, taking into account clarity of purpose, overall culture, individual well-being within different teams, soundness of strategy, client views, the competitive situation, and the strength of commercial, operational, and financial processes.įrom there, paint a picture of what should come for each of these factors in 18 months and in three to five years. So, as a leader, you need to strike the right balance between several elements: immediate performance and long-term trajectory, kindness and tough love, individual attention and the effectiveness of the whole team, discipline and freedom, and well-oiled, stringent processes and innovation. McKinsey: Is there a key to success when it comes to balancing business culture and driving outstanding results?Īllegra van Hövell-Patrizi: Like an athlete, an organization can perform as the best version of itself only when it has found the right balance of motivation, calmness, confidence, discipline, and preparation. The second was completing an impending merger with another major Dutch player to create a local composite insurer in the Netherlands.
The first was leveraging the business’s good foundation to perform better. During my tenure as CEO, I have had to navigate two distinctive challenges. I started at Aegon in a functional role as chief risk officer, then became CEO of Aegon’s branch in the Netherlands, representing roughly a third of the group. McKinsey: What are some examples of transformation processes you’ve experienced in your career?Īllegra van Hövell-Patrizi: I have had the privilege of being involved in several transformation processes throughout my career: as a consultant early on, in my roles in asset management and insurance in the US, and more recently as an executive at Aegon. McKinsey recently spoke with van Hövell-Patrizi about the greatest lessons she has learned while driving sustainable change and the advice she has for other leaders. She learned early in her career that moving successfully through a transformation process requires aligning her teams, thinking holistically, and using a well-balanced leadership approach. In her role as CEO of Aegon the Netherlands, Allegra van Hövell-Patrizi embraces change.
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