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Michael Majster

Partner

Belgium

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 20 years of experience advising CIOs and CDOs on making strategic changes and achieving tangible business results.

Michael has been serving clients on topics including digital strategies and operating models, IT efficiency and value creation, as well as achieving business scale and agility.

Michael has worked for several industries, helping traditional businesses as well as digital natives, create tangible results through technology.

Michael’s experience, supported by an educational background of Civil Engineering from ULB combined with an MBA from Vlerick Business School, enable unbiased, actionable and sustainable results-driven advisory.

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

Michael is married to Emilie, and together they have two daughters who are Michael’s main pride and joy

Navigating AI: Challenging the north star
Navigating AI: Challenging the north star
AI adoption by companies is gathering pace, but initial use cases naturally tend to focus on optimization and efficiencies around internal use cases instead of novel AI-enabled products, services, and business models. In this Viewpoint, we use examples from a range of industries, exploring why companies should ensure they are positioned to seize long-term, revolutionary, and client-centric AI opportunities.
Find out more
Software revolution
Telecommunications, Information technology, Media & Electronics (TIME)
Software revolution
One of the front-row candidates for disruption by artificial intelligence (AI) is software product and service development. AI is already leading to a paradigm shift in aspects such as coding, architecture, security, service management and ticketing, and personalization, providing new opportunities and risks. But the implications go well beyond new products and services and improved development approaches, into how software enterprises need to transform themselves across the board, from strategy and organization through to capabilities, resources, and ways of working.
Find out more
Corporatizing the speedboat
Corporatizing the speedboat
Software is becoming part of the core business for a growing number of enterprises, with ever-evolving artificial intelligence (AI) technology further boosting this trend. For this reason, traditional digital and IT organizational models that involve outsourced/remote digital factories, or accelerators, are becoming less suitable. However, bringing software development in-house is not a straightforward assignment.
Find out more

Michael is a Partner based in Brussels, with 20 years of experience advising CIOs and CDOs on making strategic changes and achieving tangible business results.

Michael has been serving clients on topics including digital strategies and operating models, IT efficiency and value creation, as well as achieving business scale and agility.

Michael has worked for several industries, helping traditional businesses as well as digital natives, create tangible results through technology.

Michael’s experience, supported by an educational background of Civil Engineering from ULB combined with an MBA from Vlerick Business School, enable unbiased, actionable and sustainable results-driven advisory.

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

Michael is married to Emilie, and together they have two daughters who are Michael’s main pride and joy

Navigating AI: Challenging the north star
Navigating AI: Challenging the north star
AI adoption by companies is gathering pace, but initial use cases naturally tend to focus on optimization and efficiencies around internal use cases instead of novel AI-enabled products, services, and business models. In this Viewpoint, we use examples from a range of industries, exploring why companies should ensure they are positioned to seize long-term, revolutionary, and client-centric AI opportunities.
Find out more
Software revolution
Telecommunications, Information technology, Media & Electronics (TIME)
Software revolution
One of the front-row candidates for disruption by artificial intelligence (AI) is software product and service development. AI is already leading to a paradigm shift in aspects such as coding, architecture, security, service management and ticketing, and personalization, providing new opportunities and risks. But the implications go well beyond new products and services and improved development approaches, into how software enterprises need to transform themselves across the board, from strategy and organization through to capabilities, resources, and ways of working.
Find out more
Corporatizing the speedboat
Corporatizing the speedboat
Software is becoming part of the core business for a growing number of enterprises, with ever-evolving artificial intelligence (AI) technology further boosting this trend. For this reason, traditional digital and IT organizational models that involve outsourced/remote digital factories, or accelerators, are becoming less suitable. However, bringing software development in-house is not a straightforward assignment.
Find out more

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