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Let me introduce myself

Clement Leemans

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

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INTRODUCTION:

Process Consulting for a major ‘business strategy development’ project where we focused on involving all stakeholders from the beginning.  Objective was to bring out all available expertise and experience and to mobilize all stakeholders for the successful implementation of the business strategy.

PROJECT DESCRIPTION:

Context : In a large organization, a small business unit, was planning to set up a ‘strategy development’ process.

Business Issue : This business unit was responsible for a business, although recognized as core business by the organization, it was very small compared to the ‘lead activity’ of the organization.  (4 percent market share, where the overall organization had like 20 percent market share).  From their own analysis they became aware that they needed a ‘new strategy’ for their (sub)-business in order to create support in the bigger organization for their development plans.

Initial Request : Facilitate our ‘management team’ off-site day, were we want to create that new strategy for our department.

Consulting Process / Intervention : Our initial discussions with the director (customer/initiator) were focused on the impact the new strategy needed to have and the conditions for it to be successfully implemented.  After being challenged on ‘why this time the strategy would work’, knowing that a few times already they reformulated their strategy without success, the awareness grew that we needed to involve, from the very beginning all stakeholders.

We decided to use the planned offsite, not to ‘wordsmith a strategy’ but to build the ‘process’ through which we could involve all stakeholders.  Some of the activities of that off-site included :

  • A SWOT analysis of our department and business today
  • Awareness on why we needed to involve stakeholders :
    • Because they needed approve the strategy and free up necessary budgets to fund the new projects
    • Because they were ‘key players’ in the implementation (here we talked mainly about the people in the department but also the distributors who had to be behind the strategy in order to build it in towards the customers
    • Because they had information, expertise or experience that we needed in order to be able to make solid and wise choices in our business strategy
  • Stakeholder analysis
  • Develop a process to address those stakeholders and bring the information together.

From this one day off-site a number of initiatives sprang :

  • interviews and focus groups with stakeholders facilitated by the management team members
  • sharing that data with the own employees
  • Large Group Interventions including all staff in order to brainstorm on how the ‘expectations’ of the internal customer could be met
  • Internally lead improvement projects on the issues identified during the Large Group Intervention

 

This process was largely done by the people of the organization.  We as consultants supported that through :

  • Job-aids for the stakeholder activities (interviews, focus groups, data gathering)
  • Coaching of the director
  • Design of the large group intervention
  • Train 8 internal facilitators for the large group intervention
  • Facilitate meetings

Results & impact :

 

Where initially some resistance was expected by the management team from the stakeholders, their reaction was actually very positive and they welcomed the initiative. They were surprised by the ‘demarche’ and pleased that they were listened to (in stead of bombarded by ‘plans’)

A lot of ‘participation’ of staff of the department.  A lot of people volunteered to take on a facilitator role in the Large group interventions, took the lead of a workgroup, etc… (the gamble not to ask management, or even worse the consultant,  to do that paid off)

A long list of ‘small’ improvements, brought together by staff, that increased immediately the internal customer satisfaction (the implementation was kept very simple, and done immediately, without difficult and impressive plans)

The intervention also gave way to a larger reflection on ‘strategy’ but also ‘how to mobilize stakeholders and in particular our distribution network, in other business unit.

Although taking place in the midst of a severe economical crisis, the intervention allowed focusing on improvement and keeping a ‘positive’ drive in the organization.  The business results were ‘better’ then expected and the impact of the process was recognized by the organization.

The visibility of this ‘small’ business was rapidly improved (from the very beginning), what finally resulted in budget that was allocated in order to improve the ICT support to that business unit.

download project sheet (pdf)

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