. .

Let me introduce myself

Clement Leemans

The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...
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...
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
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...
SHRM Practices
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra...
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,...
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...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Distributed Leadership & Autonomous Motivation
Paul Adler, Charles Hecksher & Laurance Prusak., (2011). Building a Collaborative Enterprise. Four Keys to creating...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
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...
ERM Towards a Learning Organization
Context & Issues ERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultan...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
Job Crafting
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ? In this short article Clement Leema...
HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever. This article has been writ...
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,...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance In this short four page leaflet, we present Move! as an OD Co...
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...
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...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
KBC Insurance A co-creative strategic process
INTRODUCTION: Process Consulting for a major ‘business strategy development’ project where we focused on involving a...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...

Follow Move!

iconstratleadershipA high performing organization is agile, capable of inventing rapidly new answers to the global, fast changing, complex and unpredictable business environment, and capable to connect expertise and experience for innovation.

In order to develop that capability, you need shared and distributed leadership that allows for initiative and quick responses.  Leadership solely from the top won't work anymore : too slow, not capable of grasping the complexity of today's decisions, not capable of capitalizing on the energy and expertise of modern knowledge workers, not effective and not efficient in a fast changing world.

In order to connect the initiatives distributed leadership creates, an organization needs a strongly shared vision and strategy so people can take decisions and initiatives that are contributing in the best possible way to their collective performance.

Key Questions

Key Questions for Your Organization ?

    • How do we build strategy focused on our challenges ahead ?
    • How do we create commitment to our strategy from all our stakeholders ?
    • How do we trigger distributed leadership, accountability and initiative ?
    • How do we make sure that everybody truly can contribute ?
    • How do we create alignment in people's actions and decisions ?

Our Take on it

Our Take on it ?

strategyplanningStrategy is an exercise in thinking about your own sustainable development.  It answers the question : "How can we stay competitive and preserve our capacity to develop our organization further in our specific business environment?" It tells you what you have to do to successfully address the needs of your customers tomorrow.  Key success factors are :

      • future oriented ?
      • outward looking ?
      • with involvement of all stakeholders ?
      • adaptive ?

We will help you design and facilitate a process that involves all stakeholders, creates a shared purpose in the organization and engages people's energy and expertise. That shared purpose and the insight people have in the strategic choices (and the reasons behind those choices) will enable them to CONTRIBUTE and COLLABORATE in a truly autonomous way and yet connected to the rest of the organization.

We will also help you develop a culture of distributed leadership, inviting all to take the lead and initiative where they feel enthused and competent to do so.

And our managers ? Indeed managers will make a shift from traditional power where deciding, knowing the answer, controlling, etc... were key, towards a role where they essentially 'enable others to act' and facilitate collaboration, initiative, leadership in others.

Cynefin5pngIn a simple and even in a complicated environment the cause/effect relationships are relatively obvious and knowable by managers.  It makes sense in such a situation to create standard processes, workflows and good practice databases.  It also makes sense to create a relatively strong hierarchic leadership.  In a complex and more chaotic context it is an illusion to think that solutions can be prescribed.  Here we can't copy solutions from the past and we need emergent and novel practices.

Waiting for answers from the C-suite, will not do the trick.

The Cynefin framework shows the relationship between the complexity of the context and the need for distributed leadership, with managers evolving towards the role of facilitator of experimentation and collaboration.  The less predictable a situation becomes the more reasons to stimulate decentralized initiatives, simply because the situation cannot be controlled anymore from the center.

Gary Hamel makes the point that organizations cannot be managed by management practices (pay for performance, specialization, control, ...) that were largely invented in the beginning of the 20th century : WE NEED TO REINVENT MANAGEMENT. Move! works with leaders and managers in organizations to make that shift from controling to unleashing the energy of the people they work with.

Methodology

Methodologies we use ?

confrontationmatrix

Food for Thought

Food for Thought

CaseStudyQLLogo

Gary Hamel, (2009).,  Moon shots for management. Harvard Business Review.

Gary Hamel & C.K. Prahalad. (1989)., Strategic Intent. To revitalize Corporate Performance we need a whole new model of Strategy. Harvand Business Review.

David Snowden & Mary Boone, (2007)., A Leaders' Framework for Decision Making. Harvard Business Review

Paul Adler, Charles Hecksher & Laurance Prusak., (2011).  Building a Collaborative Enterprise.  Four Keys to creating a culture of trust and teamwork.  Harvard Business Review, July-August 2011.  (link to the article not available any more)

Peter Jones, Alexander Christakis and Thomas Flanagan, 2007.  Dialogic Design for the intelligent enterprise. Collaborative strategy, process and action.  Copyright P. Jones, Published by INCOSE.

AI Magazine, June 2012.  Special World Appreciative Inquiry Conference (Ghent, 2012)

 

Top