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Michael Majster

Partner

Michael helps businesses pivot to the digital world by aligning processes, technologies, and people with new operating models.

Areas of Focus

Education

Université Libre de Bruxelles
Master in Engineering Sciences
Vlerick Management School
Master of Business Administration

Past Experience

Accenture
Managing Director

Michael is a Partner based in Brussels, with more than 15 years of experience advising CIOs and CDOs on making strategic changes and achieving tangible results.

Michael has been serving clients on topics including digital transformations and operating models, IT strategy & architecture, and achieving business scale and agility through the cloud, big data, and AI.

Examples of his work include:

  • Designing digital-native business models, organizations, and platforms to cope with disruptions
  • Digital decoupling roadmaps to enable the coexistence of traditional and digital businesses
  • Big data architectures, data monetization, and AI opportunity assessments
  • Designing and implementing new IT operating models to improve the quality of service for internal clients, leveraging AI and automation
  • Office set-up for IT portfolio rationalization and digital value realization

Prior to joining Arthur D. Little, Michael worked for Accenture, advising clients in the utilities, chemicals, and oil & gas industries, across France, Belgium, Luxembourg, and the Netherlands.

Michael is married to Emilie, and they have two daughters. In his free time, Michael enjoys playing golf and has a passion for music.

Recent Publications

Digital & sustainability: The new convergence
Digital & sustainability: The new convergence
Michael Majster
Digitalization and sustainability are top priorities for large companies and investors that increasingly are becoming inseparable. Digital technologies are central to company transformation and key for managing sustainability footprints. At the same time, these technologies can themselves be significant contributors to greenhouse gas (GHG) emissions. Since choices on either side impact the other, sustainability and digitalization decisions should be addressed together.
Find out more
How data sharing is essential to deliver industry-wide transformation
How data sharing is essential to deliver industry-wide transformation
Michael Majster
Industries from energy to healthcare are facing up to transformational change. This is driven by several factors: a need for greater sustainability, reinforced by regulation; changes in consumer needs and behaviors requiring greater flexibility and customer-centricity; and technological development, especially digital and automation. Current geopolitical and economic trends affecting energy prices, supply chains and inflation are acting as a further driver.
Find out more
Lost in translation
Michael Majster, Abhishek Srivastava, Fabian Sempf
Despite two decades of accumulated experience, the majority of digital transformations still fail to meet expectations. The root causes typically relate to the often-difficult relationship between business and IT functions, resulting in the original strategic aims getting “lost in translation” during execution. In this Viewpoint, we explore how setting up a value office can help overcome common problems by tracking defined value and ensuring realization — leading to successful execution of the strategy.
Find out more

Michael is a Partner based in Brussels, with more than 15 years of experience advising CIOs and CDOs on making strategic changes and achieving tangible results.

Michael has been serving clients on topics including digital transformations and operating models, IT strategy & architecture, and achieving business scale and agility through the cloud, big data, and AI.

Examples of his work include:

  • Designing digital-native business models, organizations, and platforms to cope with disruptions
  • Digital decoupling roadmaps to enable the coexistence of traditional and digital businesses
  • Big data architectures, data monetization, and AI opportunity assessments
  • Designing and implementing new IT operating models to improve the quality of service for internal clients, leveraging AI and automation
  • Office set-up for IT portfolio rationalization and digital value realization

Prior to joining Arthur D. Little, Michael worked for Accenture, advising clients in the utilities, chemicals, and oil & gas industries, across France, Belgium, Luxembourg, and the Netherlands.

Michael is married to Emilie, and they have two daughters. In his free time, Michael enjoys playing golf and has a passion for music.

Recent Publications

Digital & sustainability: The new convergence
Digital & sustainability: The new convergence
Michael Majster
Digitalization and sustainability are top priorities for large companies and investors that increasingly are becoming inseparable. Digital technologies are central to company transformation and key for managing sustainability footprints. At the same time, these technologies can themselves be significant contributors to greenhouse gas (GHG) emissions. Since choices on either side impact the other, sustainability and digitalization decisions should be addressed together.
Find out more
How data sharing is essential to deliver industry-wide transformation
How data sharing is essential to deliver industry-wide transformation
Michael Majster
Industries from energy to healthcare are facing up to transformational change. This is driven by several factors: a need for greater sustainability, reinforced by regulation; changes in consumer needs and behaviors requiring greater flexibility and customer-centricity; and technological development, especially digital and automation. Current geopolitical and economic trends affecting energy prices, supply chains and inflation are acting as a further driver.
Find out more
Lost in translation
Michael Majster, Abhishek Srivastava, Fabian Sempf
Despite two decades of accumulated experience, the majority of digital transformations still fail to meet expectations. The root causes typically relate to the often-difficult relationship between business and IT functions, resulting in the original strategic aims getting “lost in translation” during execution. In this Viewpoint, we explore how setting up a value office can help overcome common problems by tracking defined value and ensuring realization — leading to successful execution of the strategy.
Find out more

More About Michael
  • Université Libre de Bruxelles
    Master in Engineering Sciences
  • Vlerick Management School
    Master of Business Administration
  • Accenture
    Managing Director