Senior Analyst/Strategist and Sparring Partner
Phone: +31-78-644 0199
Mobile: +31-6-5063 6956
Mathematics (Bachelor): IT and Business Intelligence
Complex challenges in the fields of agility at Enterprise level, project management, IT, IT architecture management, internal communication, service management/ITIL and compliance. Especially interested when previous improvement attempts have delivered insufficient results.
How it Became Possible to Simple Solutions
Mr. Oetringer learned the needed techniques from the culture that Ross Perot, former US presidential candidate, had established at his IT services company, EDS. In this culture, unsolved problems were not an option. Their root causes had to be identified and solved once and for all. Innovation, value creation, happy clients and happy employees were driving principles.
When Perot had left and IT became highly complex, best practices were implemented to manage complexity. What nobody realized was that the old culture got lost. The once- prospering EDS turned into a company with ongoing cost-savings projects. Following best practices became more important than solving tough problems and keeping clients happy. In this situation, Eugen Oetringer became one of a few employees who were re-applying the old culture. This turned out to work amazingly well with complex challenges. At EDS, the results he achieved earned him a nomination to became an EDS Fellow (30 positions amongst 129,000 employees).
Whether the challenge concerned internal communications, yearly cost-savings projects, compliance needs, IT, the health services system or mental matters like ADHD and dyslexia in his family, it turned out that the root causes of insufficient results were pretty much the same. In turn, they provided guidance towards simple solutions. The ADHD and dyslexia results were astonishing: Daily ADHD-outbursts went down to one in 10 years. After years of intensive training to learn how to read, his son learned it within six weeks.