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Let me introduce myself

Clement Leemans

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...
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...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Carglass Belux Performance Improvement Process
PROJECT DESCRIPTION: Context : The organization works with a lot of, relatively small, subsidiaries. The central HR depa...
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...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
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...
INDAVER People Make Projects Work
Context & Issues Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. Fo...
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
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...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development. In...
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...
Learning Organization
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86,...
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Div...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...
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...
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...
Sustainable Business Development
Barry Colbert & Elizabeth Kurucz., (2007). Three Conceptions of Triple Bottom Line Business Sustainability and the R...
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...
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...

Follow Move!

Amy Wrzesniewski, Justin M. Berg, & Jane E. Dutton., (2010). Turn the Job you Have into the Job you Want.  Harvard Business Review.

Justin Berg, Jane Dutton and Amy Wrzesniewski, (2013).  Job Crafting and Meaningful Work.  In : Dik, Byrne & Steger., (2013).  Purpose and Meaning in the Workplace. APA.

Nowadays organizations are looking at ways to improve their innovative power, their capacity to change, their ability to share knowledge, learn from each other, collaborate effectively... or in short to create a Learning Organization, where each and every employee and manager, regardless of level or role, feels entitled to initiative and is effectively contributing to sustainable performance and business development.

That means that we are looking for new ways of organizing, no longer based on ‘managing and controlling’ what people do in organizations, but on intrapreneurship, innovation, ownership, shared leadership, ... We realize gradually that in a fast moving knowledge economy control is slowing down innovation and costs ultimately a lot more then confidence and autonomy.
That will not only result in very different organizational features such as the desired organizational structure, culture, processes, job and workplace design, management and leadership practices, information sharing, decision and problem solving processes, etc…It will also affect the process we use to ‘shape’ our organizations in the future : How we do it, who does it, how often we do it, how much it is prescribed or actually emerging as we go, etc…
If we look at one of those organizational features : JOB & WORKPLACE DESIGN we see mainly two challenges :

  • How to create engaging, challenging, rewarding jobs and workplaces for everybody, so people can maximize the use and development of their talents, energy and experience. And in that way optimizing their contribution to the organization TOGETHER WITH experiencing personal fulfillment.
  • How to make sure that jobs and workplaces are flexible enough to cope with rapidly changing environments and customer demands. How do we change timely objectives, tasks, priorities, internal customers and suppliers relationships, etc… in order to keep up organizational performance.

That the classical ‘job-descriptions’ and yearly individual objectives will probably not longer do the trick, is becoming obvious.
An interesting alternative for DESCRIBING JOBS as a process initiated from HR or somewhere centrally in the organization might be JOB CRAFTING. Job Crafting indicates a process by which an individual is shaping his own job in such a way that it is a better fit for his/her needs, talent, energy and interest as individual.

jobcraftingmodel

A few more articles, exploring the nature of Job Crafting and how it can contribute to sustainable performance and job satisfaction in organizations : 

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