WisseDekker (1924) was president-directeur van Philips van 1982 tot 1986.
Dekker was zijn hele carrière werkzaam bij Philips.
Ondanks dat Dekker doorging met het reorganiseren van het bedrijf en het schrappen van arbeidsplaatsen, werd hij populair bij het personeel omdat hij het geloof in de toekomst van het bedrijf wist te herstellen.
Neeltje DEKKER was born 16 Mar 1836 and died 15 Mar 1868.
François DEKKER was born 27 Dec 1756 in Grijpskerke, Walcheren, ZL, NLD and was christened 02 Jan 1757 in Grijpskerke, Walcheren, ZL, NLD.
Christiaan DEKKER was born 17 Sep 1850 in Biggekerke, Walcheren, ZL, NLD.
www.willemse.ch /nl/ned/nedg656.htm (627 words)
The Odyssey2 Homepage! - Articles - The Atari/Philips Connection(Site not responding. Last check: 2007-10-21)
N.V. Philips's President WisseDekker is quoted as saying, "It is necessary to get into video games because home interactive systems have a big future." He was referring to "all-in-one" systems that combine the elements of a video game machine, television, VCR, and home computer.
Dekker didn't give any specifics for the proposed system, but he did offer up the possibility of combining Philips's laserdisc technology with Atari's game console expertise to produce a "a totally different and more advanced" game system.
Since the 7800 featured an expansion port, and laserdisc games seemed to be the wave of the future, a common speculation was that a Philips/Atari merger might result in a laserdisc add-on for the 7800.
The Dekker paper was revolutionary -- not only because it was proposed by the head of a major multinational, but because it produced what had escaped national and European policymakers -- a simple plan for a unified market.
Dekker stressed to Ramaer that the proposals had to be complete -- he did not want the outcome to be simply another speech on the necessity of European integration.
Dekker sent the plan, along with a letter, to the heads of government and state of the European Community.
But the Dekker report argues that it has done so at the expense of links between researchers and the industrialists who will take their ideas to market.
Dekker himself was at the forefront of a classic example of the sort of trouble that governments and big companies can get into when they decide to work together: HDTV.
In haste to develop a cinema-quality TV that could compete with the Japanese and Americans, Dekker, as head of Philips, and his counterpart at France's Thomson disastrously underestimated the progress of digital technology.
In 1987, The Dekker Committee, named after the former Philips' top manager WisseDekker, presented a plan that was intended to make the health service more accessible, more efficient and more effective.
The plan was based on the image of a withdrawal by the state and greater responsibility and authority for the parties in the care sector.
Secretary of State Simons adopted in general terms the basic principles of the Dekker Plan in 1989.
Working closely with Fiat's Umberto Agnelli, Philips' WisseDekker and the then EEC Industry Commissioner Etienne Davignon, Gyllenhammar drew together a group of leading European CEOs into the ERT with the objective of "relaunching Europe." Gyllenhammar declared "Europe really is doing nothing.
It's time for the business leaders to enter this vacuum and seize the initiative," [2} while Dekker argued that "If we wait for our governments to do anything, we will be waiting for a long time.
However, in January 1985 WisseDekker published Europe 1990: An Agenda for Action, which proposed eliminating trade barriers, harmonising regulations and abolishing fiscal frontiers within the EEC by 1990.
The Globalization of Europe: An Interview with Wisse Dekker (via CobWeb/3.1 planetlab1.tamu.edu)(Site not responding. Last check: 2007-10-21)
As "1992" approaches, Europeans must compete in world markets or see their businesses fail.
WisseDekker looks at the forces that have led Europeans to realize that it is companies, not countries, which must compete.
Dekker does not envision a European "fortress" closed to Japanese and U.S. companies, but believes that reciprocity should be the guiding principle in trade negotiations and that value added and the transfer of technology should be paramount in evaluating investments.
[No title](Site not responding. Last check: 2007-10-21)
They may come from mergers along the lines of Alcatel-ITT, or firm aliances such as AT&T and Philips; or limited partnerships such as GEC and Plessey (in respect of System X); or partial takeovers such as Siemens-GTE; or the proposed Italtel-Telettra deal.
THe escalating cost of developing new technologies -- put at $1 billion per switching system some years ago by the then Philips chief executive Dr. WisseDekker, with ongoing development costing around $200 million a year (Mr.
Kuznik) -- is one of the main factors of limiting the number of future participants.
And it was exactly this controversial thinker whom WisseDekker cited in February of this year when beginning his speech of acceptance for an associate professorship in Leiden: ‘Leiden in travail: new dimensions in management’.
So that's how WisseDekker has helped us to link history and management.
One of the first reasonable assumptions one can derive from the encyclopaedia is that the Emperor of China was an important man: he's named separately and he's the first on the list.
Origins - articles which explain how and why the Bilderberg meetings began. (via CobWeb/3.1 planetlab1.tamu.edu)(Site not responding. Last check: 2007-10-21)
At the same time WisseDekker, the chairman of Philips, made several speeches calling for the EEC to remove its internal barriers by 1990.' (Grant 1994, p.
As well as Dekker of Philips, other leading figures in the ERT are Agnelli of Flat, Gyllenhammer of Volvo, and Denys Henderson of ICI.
A persistent problem with theories of power over the last 20 years has been their lack of engagement with empirical evidence, compounded by the demonstrable empirical ignorance of theorists.
Management Essays or Coursework(Site not responding. Last check: 2007-10-21)
If these are identified and then eliminated, then if forces for change occur then it would smooth the way for effective and necessary change to take place.
WisseDekker was appointed to facilitate this organisational restructuring.
Competitive forces for change mostly prompted this change.
And why do Humphries and Paxman collude in the lie that these ciphers are determining policy - like we had some kind of democratic control over the Trans-Atlantic Business Dialogue, over capital flight, over JP Morgan, over Phillips.
(WisseDekker, president of Phillips drafted the Single European Act).
The last twenty years has seen a rollback of a century's social progress.
The ERT became a major supporter of internal market liberalization soon after national governments agreed to it.
Celebrated proposals from business, including the "Europa 1990" plan advanced in 1984 by WisseDekker, CEO of Philips, were worked out in close informal collaboration with Council and Commission officials.
As a mediator, by contrast, the Commission served as little more than a classic secretariat.
Corporate Dictators(Site not responding. Last check: 2007-10-21)
The ERT are the representatives of the largest European corporation’s which singlehandedly drew up the agenda for Maastricht Treaty.
ERT secretary-general Keith Richardson boasted at the time that one of their members, WisseDekker representing Phillips, “pushed” through the austere economics of the euro and the single market “bearing in mind that when it was first launched governments were not very keen.”
TABD’s Global Issues Manager Reinhard Quick explains that the ERT and the European bosses confederation UNICE “work together, we consult with each other.
