Business Strategist, Future Human Behavior Expert & Founder of Whetston
Netherlands
What will people's future behaviour be like? How will it impact leadership and business strategies? These are the questions around which Thimon de Jong's practical and interactive keynotes revolve. Besides, he is a workshop facilitator and leadership trainer.
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His expert views put a totally new light on current reality, and most importantly, where to go next.
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About Thimon
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References
Thimon has been a leadership trainer and keynote speaker for at least a decade, with organizations like Kellogg’s, Tetra Pak, Vodafone, HP, Microsoft, and Morgan Stanley benefitting from his services. As a lecturer at Utrecht University, he teaches Master’s students how to improve business strategies by applying academic research.
De Jong discovered his passion for research while working as a chief editor of RELOAD magazine. As a result, he joined FreedomLab Future Studies and Science of the Time as a youth and media researcher. He was later snatched up by TrendsActive, where he worked as the agency’s director of insights and strategy. This was an excellent opportunity for Thimon to traverse the globe, delivering presentations to big organizations while cutting his teeth in keynote speaking.
Thimon launched Whetston in 2014. The agency is a respected think tank on everything cultural and socio-economic changes impacting strategic decision-making. The firm focuses mainly on workshops and keynote speaking.
As a speaker, Thimon has presented on numerous topics to diverse audiences. Here are some of the most recent ones:
What can leaders practically do today to be ready for the future? On how to navigate the polycrisis, ride the next wave of digitalisation, embrace new ways of working, increase trust and take care of the planet and themselves?
What are the practical implications of the future of work? How much flexible / WFH / remote / hybrid / metaverse work are we going to do? And how to attract the next generation of workers: what does the talent of the future want? How to attract and keep them?
How will people respond to future technologies? How can leaders get themselves and theirpeople to rationally ánd emotionally embrace new technology? And what is the perfect balance between the virtual and the physical?
It is time to envision how human behaviour will change the coming years now that society is hit by a so-called ‘polycrisis’: where several crises in a row (Covid, Ukraine, inflation, recession & the climate crisis) shake up society and rattle our mental wellbeing. How does this affect our behaviour? Decision-making? And leadership?
Gen Z is making quite an impact! How do they differ from older generations? And how to create a thriving collaborative multi-generational work place where their entrepreneurialism and their action mindset can thrive?
The 2010’s were mostly about raising awareness, the 2020’s are all about Action with a capital A. So what can organisations practically DO right now to make a real impact (without being cancelled)? How should leaders approach this topic? How can an organisational purpose be aligned with the personal purposes of its employees stakeholders and clients?
The topic of mental health is rapidly becoming as ‘normal’ as physical health. Employees are actively looking for mental health resources at work and see their manager as one of these resources. Any future proof leader should start working on a mental surplus today with a focus on empathy skills and emotional intelligence.
You helped us achieve our goal of the culture summit; which was to allow leaders to pause and consider their leadership approach in how we work together to achieve great results.
People are still talking about your speech! We are piloting the reverse-mentoring programme you recommended and it’s going really well.
There were many memorable take-aways from the three keynote presentations Thimon did for us, but we were most impressed by the effective way he made us consider different perspectives.
Thimon really helped PWC leaders at several events over the years by making change seem not so scary or unattainable. We now have implemented several of his practical suggestions in our own behaviours.
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