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Let me introduce myself

Clement Leemans

Shaping the Organization
At the end, it's not about Strategy, but about execution and results. And execution depends very much on what people do,...
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...
Coaching & Co : Community of Practice at UC Leuven Limburg
Move! worked with the University College Leuven-Limburg to set up a Community of Practice on 'Coaching & Co'. It bri...
Learning Organization
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86,...
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
Dialogic Organization Development
Gervase Bushe & Robert Marshak (eds.), (2013). Advances in Dialogic OD. OD Practitioner. Journal of the Organization...
INDAVER People Make Projects Work
Context & Issues Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. Fo...
Sustainable Business Development
Barry Colbert & Elizabeth Kurucz., (2007). Three Conceptions of Triple Bottom Line Business Sustainability and the R...
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development. In...
Carglass Belux Performance Improvement Process
PROJECT DESCRIPTION: Context : The organization works with a lot of, relatively small, subsidiaries. The central HR depa...
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
Distributed Leadership & Autonomous Motivation
Paul Adler, Charles Hecksher & Laurance Prusak., (2011). Building a Collaborative Enterprise. Four Keys to creating...
HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever. This article has been writ...
Engaging Experiential Learning Activities
C. Leemans, (2010). Engaging Experiential Learning Activities Ideally experiential learning happens “at work” and is...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
Strategic Leadership
A high performing organization is agile, capable of inventing rapidly new answers to the global, fast changing, complex...
SHRM Practices
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra...
ERM Towards a Learning Organization
Context & Issues ERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultan...
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Div...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...
Cristal Union A Learning Network as policy driver
Context & Issues In the organization a number of sugar and alcohol plants come together. Traditionally those plants...
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance In this short four page leaflet, we present Move! as an OD Co...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
Job Crafting : A new look at job and workplace design
Amy Wrzesniewski, Justin M. Berg, & Jane E. Dutton., (2010). Turn the Job you Have into the Job you Want. Harvard Bu...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
KBC Insurance A co-creative strategic process
INTRODUCTION: Process Consulting for a major ‘business strategy development’ project where we focused on involving a...
Job Crafting
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ? In this short article Clement Leema...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...

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 Context & Issues

ERMERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultant.  The organization we worked with counts +/- 60 Consultants and management committee consists out of 6 Partners.  One of the issues of ERM was the difficulty within a consulting context to develop junior consultants and have them coached and meterod by their senior colleagues.  Their original idea was train senior consultants in delegation and coaching skills.

 Our Analysis of the issue 

Environmental Consulting is a very specialized, highly technical and very fast evolving activity.  ERM's customers will be confronted within the next years with issues of pollution, waste, scarce or very expesive raw materials, and changing societal and legal environmental expectations.  This makes innovative expertise development a key succesfactor for the futher development of ERM's consulting business.

Our preliminary analysis revealed a number of hindrances to the necessary expertise development within the organization and it became clear that it certainly was not a 'competency issue' that could be solved by training senior consultants in delegation and coaching skills

The intervention process

So the organization needed to understand what prevented them of being a 'Learning Organization', sharing knowledge and even more importantly creating the innovative solutions for the future.  We decided to try to answer that question and find durable organization changes by involving all 60 staff.  We did that in a number of steps :

  • Focusgroups to identify the hindering and facilitating forces for learning in the organization
  • A workshop with management and projectleaders to understand the issues brought in by the focus groups and start to brainstorm for solutions
  • Several working groups (all staff involved) to define a strategy for expertise development
  • A workshop with management to define a number of organizatonal levers that would trigger ongoing learning and expertise development

This process led to a number of 'organizational changes' such as :

  • restructuring of the organization in a matrix organization, where business is driven by a 'business development team' and expertise development is driven by several small teams of consultants rallied around a number of key expertise areas to be developed further.  The contribution of those teams is no longer only based on their short term billability but also on expertise development objectives (networking, joint research with universities, etc...)
  • clarifying business strategy for all in order to focus on the important areas for expertise development
  • a restructuring of the performance management process, including the billability systems for consultants
  • Support for team leaders (Team Development Guide)
  • Support for individual coaching (Individual Development Guide)

teamguidefront

 Team Guide Front

Teamguideconten

Team Guide Content

Teambuildingblocks

Team Dev. Journey

Outcomes

The new organizational mechanisms were only just put in place.  The first early results are promising, in the sense that the expertise development teams are setting up a strategy for expertise development and the first action  are being put in place. The business development team is still looking for an effective strategy.  Individual coaching has been launched throughout the organization (team leaders are coaching).  The way project teams are organized and how the learning from those projects have to be captured is currently looked at.  (we will up date this brief as soon as more results become apparent)

download project sheet (pdf) 

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