Raymond Hofman

I started my professional career as a consultant. First at Accenture, then at McKinsey & Company. In my first management role I became a member of the senior management at Credit Suisse. Later, I served as COO at Avaloq, a privately held software company and global market leader in core banking systems. Both roles demanded I put a dual emphasis on performance today – and on developing the organization for tomorrow.

It was in these management roles that I discovered my true professional passion: developing people and organizations through better management.

Today, as an indpendent management advisor, I can see organization’s through multiple lenses: that of a consultant and that of a practicing manager. That of performance today and that of  long term development. I consider this ability to be a key strength and source of value for my clients.


The way we run organizations isn’t working. Companies (and their managers) are failing us in every conceivable way. They leave workers uninspired and disengaged (according to Gallup, just 13% of the world’s workforce is engaged at work).They’re wasting time (according to the Deloitte Center for the Edge, productivity at American companies steadily...Full Article »
The idea of management as a liberal art is not new. In his 1988 book The New Realities, Peter Drucker wrote:Management deals with people, their values, their growth and development—and this makes it a humanity. So does its concern with, and impact on, social structure and the community. Indeed… management is deeply involved in spiritual...Full Article »
What is management? It is a seemingly simple, straightforward question.But it’s hard to answer, at least judging by the many different, sometimes totally incompatible answers I get when I’ve asked over the years.I’ve asked managers and non-managers alike, in large multinational corporations, small businesses, and entrepreneurial ventures.Here’s...Full Article »