Franky Redant

Franky has been an entrepreneur for over half of his 30-year career and co-founded several internet companies, such as The Reference, IBS, Webbel and XCA.

In the nineties, he started using iterative and incremental methods of development and managing projects. As of 2001 those methods were termed “Agile”. He’s been a practitioner of Agile ways of working for over 18 years.

During the last 10 years, he worked as a scrum master, agile coach and an enterprise agility transformation consultant, assisting clients with agile transformations as part of Cegeka’s Agile in the Core unit. Franky is always striving to get people to work together in a better way. During the last couple of years, his focus has shifted to coaching agile coaches, and on guiding managers and leaders towards better collaboration using the Agile values and principles. He was a speaker at several European conferences, addressing his experiences as an enterprise Agility coach.

His years as an entrepreneur, CIO, CEO, COO – a ‘leader’, so to speak- have led him to question the dichotomy between “manager” or “leader” and employees. To Franky there should be no polarity. What matters is  the role people have within a team whilst collaborating towards a goal they believe is worth achieving.

“Front and central in my views of leadership, management and authority is the conviction that job position does not imply leadership, nor does authority equate to leadership; these merely induce ‘rulership’. “, Franky says. “The ability to collaborate, self-organize and continuously learn are core human abilities. Why do organisations consider it so difficult to harness these abilities, sticking instead to hierarchical divisions? Do organisations really need leaders? What impact does leadership have in organisations? Which significance do leaders really have and how much leadership do we need in organisations? What kind of leaders are needed, if any? Throughout the years, I have proposed some answers to the questions above. However, the work is far from done. The main takeaway at this point in my career is that we should keep questioning what is, because this is, after all, how we evolve.”