Five executives, five different pictures of what was decided.

Five executives leave the same strategy meeting with five different pictures of what was decided.

The laptops have closed.
The Post-its are in the bin.
The coffee has gone cold.

The notes say: approved, approved, approved. Let's go!
On paper, aligned.

No one notices. Not yet.
Not because anyone wasn't paying attention.
But because everyone brings a different lens.

Different experiences. Different assumptions. Different expectations.
Same words. Different meanings.
Same decision. Different realities.

And that difference rarely shows up in the meeting notes.
Yet it shapes everything that happens next.

After 25 years of working with leadership teams on strategy, operations, innovation, and change, one observation kept coming back:

organisations rarely struggle because they lack knowledge or good plans.

They struggle because people think they are looking at the same reality when they are not.

Today, I am turning that observation into something real.
It is called Doorsicht.

The name is rooted in an old Dutch word, doorsichtkunde, the art of perspective: bringing separate lines together into one shared view.
That is exactly what I want to help create.

Not by getting everyone to think the same.
But by helping people see what they could not see before.

Through Doorsicht, leaders and teams use photography to make their perspectives visible. Their images go on the table as physical prints. Together, they see where their views differ, build a shared picture, and make better decisions from there.

Whether they are shaping a strategy, building a partnership, aligning a leadership team, or facing a big personal decision.

Always the same movement:
See.
Decide.
Act.

I grew up around a family business. Customers, suppliers and employees were part of everyday conversation around the kitchen table. That is where I first learned that every decision has more than one side: the owner's view, the customer's view, the employee's view, the supplier's view.

In larger organisations I saw the same pattern: real movement rarely depends on the quality of the plan. It depends on whether people truly see the same situation, the same choices, and the same direction.
Doorsicht is built on that experience.

Built on what I have seen.
Built on what I have learned.
And perhaps most of all, built on what I realised was missing.

Because leaders rarely change through explanation.
They change through what they come to see.
And real movement begins when people learn to see together.