Coeos Transformation · Brussels
Facilitating collaboration for sustainable change in tech.
I am Bernard Lecuivre. It’s been fifteen years that I lead transformation programmes across people, technology and processes, in Brussels and in the European institutions. I work on who owns the outcome, on how the people involved talk to each other, and on the technical areas where that has to produce something useful for humans.
Why
What slows a programme down, and what Coeos works on
Programmes often stall on the same three things: unclear decisions, lack of ownership and dysfunctional teams.
We work in environments that keep changing, with real-world constraints and real budgets. And often, in an organisation, when something goes wrong, the first reflex is to deploy one more tool, hoping that people will start collaborating around it and with that, (re)gain efficiency and efficacity.
The tech sector has indeed a fantastic potential to improve lives. But it deserves to be put in its right place: built by humans, for humans. I work with Coeos with one conviction, that people want respect and want to enjoy their work. None of us has the time or the energy to spend our days with a lack of trust, decisions that never come, and disrespect for the people around us.
33 percent of complex projects do not deliver the benefits they were meant to, according to the Project Management Institute. In the programmes I have led, the technology was rarely the reason. Coeos works on the rest of it: who owns the result, who talks to whom, and what has actually been decided.
Who’s accountable, who’s getting up every morning to make the project land.
Domains
Collaboration at the centre, five areas around it
Collaboration
The work starts at the center. One person owns the outcome and everyone knows who. The people who depend on each other talk often enough to see a problem coming. A decision can be repeated by someone who was not in the room. And people are treated with respect, which is usually what decides whether they tell you what is going on.
From there, the work goes into one of five areas.
Delivery and portfolio
Project and portfolio management, prioritisation, capacity planning, and the dependencies between initiatives competing for the same teams.
Process and operations
Business process management, mapping and simplification, with process owners who recognise the process they own.
Applications and AI
Selecting, migrating and adopting business applications. AI assistants applied to documentation and internal knowledge, with the limits stated.
Data and reporting
Data governance, master data and reporting that finance, operations and IT read the same way. Business analysis in BPMN and SQL.
IT infrastructure and security
NIS2 and CyberFundamentals compliance in Belgium: scope, risk analysis, evidence available on request, and the work it takes to keep controls in place between audits.
What
Three services, one tempo
Flow
Putting people together. Working through disagreements, turning an unclear situation into a decision that can be communicated, and making sure everyone understands why it was taken. Paced in a fit-for-use rhythm.
Focus
Delivering and arbitrating. Execution, with a scope and an order of priority that everyone in the organisation can follow.
Sustain
Continuing the effort, so that the collaboration outlives the initiative and the decisions still hold a year later. Coaching & Sparring partnership.
Use cases
Engineering and R&D toolsuite transformation, against a 10% efficiency target on the operations value chain
Requirements in one system, risks in another, documentation in a third, and eighty engineers who had each built a workaround. A €5M programme, set against a 10% efficiency target on the operations value chain, brought them into one platform and mapped the process against the regulatory deliverables the company owes, for 1,600 people.
NIS2 and CyberFundamentals compliance programme, run to the April 2027 deadline
Facing the Belgian NIS2 deadlines, a public broadcaster had a security team that knew what to do and several hundred colleagues who had never been told why it mattered. Run with the Chief Information Security Officer: legal documentation, infrastructure, evidence tied to each control, and the risk explained before the rule is announced.
Handover of a complete business application landscape between suppliers, with service continuity for every employee
A full transfer of business applications between suppliers while every employee kept working. Head of the project office, twenty analysts, architects and developers, from infrastructure through to production. It held because one person owned the transition and because every supplier knew which decisions were theirs, based on strategic business case.
Who
Bernard Lecuivre
Independent consultant and programme lead in Brussels. Fifteen years with IBA, UCB, the Belgian Ministry of Defence, the European Commission, Médecins Sans Frontières and RTBF. I take on what I am given to run, and I stay accountable for where it ends up.
Certified Prince2 Practitioner and Foundation, Agile Project Management, Professional Scrum Product Owner, ITIL Foundation in IT service management, Lean IT Foundation, OCEB for business process management, SAP SuccessFactors implementation, and Lean Six Sigma Green Belt in progress. PM² from the years inside the European institutions, ADKAR for change adoption, and impact measurement through theory of change and contribution analysis. Open source is assessed on migration cost, support and what the organisation can maintain itself.
I work in French, English, Spanish, Dutch and German.
Outside the office I direct a rugby school for a hundred children in Brussels, run as sport for youth development, and I play guitar in a band. More about me.