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Let me introduce myself

Clement Leemans

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

Follow Move!

Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall.  (full electronic version)

This handbook is an interesting collection of different models and checklists of questions that need to be asked at a certain moment of the strategic process.  Content wise you could argue that the strategic process consists out of three parts :

strategic process
  • The Strategic Position : This involves an environmental scan (PESTLE analysis), a decent internal analysis (SWOT), a stakeholder mapping and analysis to identify the different stakes, needs and expectations of all stakeholders (partners) of the organization.
  • Strategic Choices : The organizational vision needs to transformend into strategic choices that maximize the chances for sustainable performance and sustainable further development of the business.  A well known technique for that is the Confrontation Matrix, linking the external opportunities and challenges with the internal resources (strenghts and weaknesses) of the organization itself.
  • Strategic Into Action : This is the part where you start shaping the organization in order to effectively implement the strategy and drive with that strategy actual business results and added value for all stakeholders (including aspects of Corporate Social Responsibility).

Since the strategic process is always the start of an organizational change process, involvement of all stakeholders from the very beginning (the analysis during the Strategic Position phase) is key.  Not only because you need the expertise and experience of those stakeholders to gather all the information to enbale a valid internal and external analysis, but you also need the involvement of stakeholders during the process in order to build capacity, ownerhip, energy and accountability for the execution of the strategic choices during the 'into action' phase.  Furthermore strategies are living things certainly in a fast changing business context.  That means not only that the strategic reflection needs to be an ongoing process, but also that you need to build in different scenario's about how the context might evolve.  A good strategic process uses scenario planning as part of the process.

A few more articles & tools for strategy formulation are listed below :

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