Hiteq and Kenteq

Kenteq, the knowledge and advisory centre for technical craftsmanship, founded Hiteq in 2005 to create a strategic space for addressing questions about the future. Questions such as: what should we be doing now to prepare skilled technicians for the future?
Signalling developments that will impact the technical sector is crucial. And sketching the consequences of these developments for technical professions, types of labour, development of competencies and societal relationships.

Hiteq is a strategic advisor to Kenteq. A process manager that translates future developments to the preparatory steps that need to be taken now. Upon request, Hiteq manages organisational, management and collaboration processes.
In the exploratory phase, Hiteq outlines future scenarios and translates them to today’s processes. This leads to the phase of development and implementation of concrete products and services. Within Kenteq conditions have been devised to ensure that the outcomes of these explorations are translated into concrete products and services.

Hiteq operates as an innovative cell within Kenteq. It is small and creative and functions as a catalyst for the organisation’s processes and services. The exchange of knowledge between the organisations is mutual, thus ensuring the best use of knowledge for putting innovation into practice.
Other organisations that are focused on developing the skills of people in technical professions can commission Hiteq for assignments, presentations, workshops and process management.

About Kenteq
As a knowledge and consultancy centre for technical skills, Kenteq addresses 140 technical professions. It helps skilled workers and students at vocational secondary education level to develop themselves at any point in time during their careers. It does this by supplying products and services that give added value to skilled technicians in the Netherlands.

Advisory Board
The Advisory Board (AB) supports Hiteq in determining its direction and contributes to programming the subjects. The AB members each bring their own backgrounds and experiences to the Board. The quality and independence of the members give the maximum space and unfettered thinking that is essential for Kenteq’s innovative cell.

The composition of Hiteq’s Board of Advisors, under the chairmanship of Henk Grotenhuis, is as follows:

  • Scarlett Kwekkeboom, DGA Janse & Janse, partners in organisational development
  • Prof. Mathieu Weggeman, professor of organisational sciences and in particular innovation management, at the Technical University of Eindhoven, and independent management advisor
  • Maarten van Wulfften Palthe (MEng), Director Siemens One and Sustainability Officer at Siemens Nederland NV


Scarlett Kwekkeboom:
“Just like any new organisation, I see that Hiteq needs time to establish itself. At the beginning it was trying to find itself, but now its role is becoming clearer. We act as sounding boards to its questions. We give our view and support the managers in making choices.
As an entrepreneur, I have managed several companies. My experience has given me a direct style and has steered me in the direction of operations. It has inspired me to focus on the right of existence of organisations expressed in customer orientation, communication and usable products for clients.”

Prof. Mathieu Weggeman:
“The Advisory Board is a discussion partner to the management, and a body to check the longterm viability of ideas at an early stage. It is important for the organisation to define its work arena and to do what no one else is doing. I see a lot of respect for each other in the relationship between the Board and management. Advice is taken seriously and we see that adjustments or changes are often made as a result of our advice and shared experience.
As a scientist and consultant, I link theory and practice in terms of organisational change and renewal. My knowledge, such as about validated models, can be helpful in making situations open for discussion.”

Maarten van Wulfften Palthe (MEng.):
“Apart from giving advice on Hiteq’s questions about vision and strategic choices, the Board also gives feedback. And perhaps even more valuable, we share our experiences with policy making. Further, we can link Hiteq to other parties in our network.
My background is with Siemens, a pioneering company in the area of innovation that is linked to new professions and developments. You see the overlap here with Hiteq and technology. Many future professions will require a mixture of technical knowledge and high quality service, and these have behavioural requirements. This is becoming increasingly more important for companies that aspire to distinguish themselves by supplying products and services vis-à-vis large scale production companies.”

Henk Grotenhuis:
“The Advisory Board links the organisation and the outside world. It checks if issues are relevant for further exploration. Our advice is taken very seriously as we want to multiply the benefits of all the time, money and resources invested, and use every possible means for enhancing technical skills.
As technical chairman, I check whether the advice is consistent and coherent with the aims of Hiteq and Kenteq and, from the perspective of our stakeholders, see if they are applicable in day to day operations.”


Reageer op dit bericht

Velden met een * zijn verplichte velden
Hiteq 2013