Redesign Small Organisations for Agility, Productivity and Continuous Innovation
Dr. Philippe Leliaert is an associate consultant of Ackinas bvba (management consulting group specialising in Process Performance, eLearning and Intellectual Capital Management); senior Organisational Effectiveness Consultant at The Sinclair Group (US-based consulting group specialising in Operational Excellence), senior consultant and member of the Advisory Board at ContentAdvisors (consulting group focused on Knowledge Management), Owner-manager of management consulting firm L-Consult bvba, and co-founder of the international consulting network Syntaxis Networking.
His consulting expertise focuses on organisational development & change as the industrial economy evolves into a knowledge-based economy. He provides management advice at both strategic and operational/implementation levels on the organisational impact of e-Business/the knowledge economy. He further advises on the development, introduction and management of knowledge processes (creativity & innovation; Communities of Practice) as the only sources of sustainable competitive advantage, and on the identification, measurement and management of Intellectual Capital value.
He is active in several European Networks of Excellence related to knowledge & intellectual capital management, including PRISM, NESKEY and KnowledgeBoard. He was recently keynote speaker at the 5th European Conference on Intellectual Capital.
His client list includes, among others:
– Strategy formulation, development, and implementation (using amongst other the Balanced Scorecard model) at Belgacom (telecom operator), Union Minière (non-ferro metals), Siemens Building Technologies (security services), Xylos (IT & Training), BASF (petrochemicals), Ackinas (management consulting),
– process performance measurement & change management at Hays Logistics Europe (logistics), Mercedes-Benz Europa (automotive), Janssens Pharmaceutica and Medochemie Cyprus (pharmaceuticals), Mercator Group (insurance), HP Consulting Europe and BaaN Belgium (IT), Xylos (IT & Training), Telindus (ICT); Telenet Vlaanderen (telecom operator); Kone Europe (elevators); Ericsson Nanjing (electronics); Laiki Bank and Hellenic Bank (financial services)
– Knowledge & Intellectual Capital Management at ODG Toronto (consulting & Value Added Reseller), KBC bank and ING Carlease (financial services), Sharelink Nicosia (financial services), Leptos Cyprus (real estate), Bank of Cyprus and Hellenic Bank (financial services)
In order to cope with the fast-changing world, business owners and managers not only need business acumen but they also need to make informed decisions on which information and communication technologies to invest in, and when; on what resources they need to hire – or fire – to better serve new customer needs; on marketing and advertising campaigns, including social media, to catch current market trends, capture market share, and avoid being left behind by hungrier competitors.
Covid-19 has had – and continues to have – a major impact on all businesses, demonstrating with often devastating effect that we’re living in an increasingly VUCA (Volatile, Uncertain, Complex and Ambiguous) environment that demands a more pro-active rather than reactive style of management, lest the business will constantly be running behind the facts, desperately trying to ‘catch up’.
Especially in small enterprises and family-run businesses “the man/woman at the top” is most often expected to have all the requisite skills, to be able to make the right decisions in a timely fashion. But this is no longer reasonable nor realistic!
Small enterprises and family-run businesses need to transform into agile organisations that leverage not only the creativity and innovation capabilities of its members to their fullest potential, but also ensure flexibility and responsiveness to customers as well as trends in markets or technologies. And this includes being responsive to safety requirements and expectations, which in their own right may change frequently and rapidly as we have seen over the past 8 or so months.
Traditional top-down ways of managing organisations – whereby the management identify and decide what needs to be done, and then make sure their employees complete the work according to instructions and expectations – fail to appeal to the younger generations, the so-called millennials, who value opportunity more than loyalty. And this clearly includes government-imposed safety requirements/restrictions.
Without discounting the expertise and experience of those that have built businesses to where they are today, no business can survive without tapping into the needs and wants of these new generations – whether as employees or as customers!
Organisations around the world, both large and small, both for-profit and not-for-profit, start to embrace so-called Agile Organisation structures as an alternative to the traditional top-down, command-and-control hierarchical structures. Reputable – and successful – companies including ING, Haier, Decathlon, Zappos, and WL Gore prove that Agile Organisation is not but a fad for young upstarts. Instead, they see it as an essential step in their organisational development to ensure business sustainability.
In Agile teams and organisations, the role of the manager is instead to enable those doing the work to contribute their full talents and capabilities to generate value for customers and eliminate any impediments that may be getting in the way. The manager supports the judgment and wisdom of those in touch with customers as to what work needs to be done. The manager also trusts in the talents and capacities of those doing the work to figure out how to do the work in the right way. Agile is neither top-down nor bottom-up: it is outside-in. The focus is on delivering value to customers. The customer determines what gets done, not the manager!
- 7:30 - 8:00
- Arrival and Registration
- 8:00 - 9:15
- Introduction & Rules of Engagement
- 09:15 - 10:00
- Business Case Simulation – Part 1
- 10:00 - 10:15
- Coffee break
- 10:15 - 11:00
- Taking Time Out
- 11:00 - 12:45
- Business Case Simulation – Part 2
- 12:45 - 13:45
- 13:45 - 14:45
- Towards a Mindset for Organisational Excellence
- 14:45 - 15:00
- Coffee Break
- 15:00 - 16:15
- Seeing all sides of the tower
- 7:15 - 8:45
- Arrival and Registration
- 7:45 - 9:45
- Recapitulation of first day & Introduction to Day 2
- 9:45 - 10:00
- Coffee Break
- 10:00 - 12:00
- Ladder of Leadership
- 12:00 - 13:00
- Team Models
- 13:00 - 14:00
- 14:15 - 15:15
- Agile Management Principles and Practices
- 15:00 - 15:15
- Coffee Break
- 15:15 - 16:15
- SCRUM Framework
SUBSIDY, ATTENDANCE, AND CANCELLATION POLICY
HRDA Subsidy and Seminar Attendance
- A company’s participant is eligible for a subsidy when their Social Insurance and Industrial Training contributions have been settled in full by the time of registration/seminar. In case of ineligibility/disqualification, the company will be invoiced the full amount per participant.
- A company’s participant is eligible for a subsidy if he/she completes an obligatory attendance of 75% or more (both during seminar and company visit). In case of failure to complete the attendance, the company will be invoiced the full amount, per participant.
Cancellation and Substitution Policy
- Cancellations can be accepted up to 5 working days prior to the seminar without penalties. For any cancellations received after the deadline (or no-shows), the company will be invoiced the full amount per participant.
- Substitutions can be accepted any time prior to the seminar without penalties.
- Τhroughout the seminar participants must have their camera and microphone open, for better communication and as defined by the specifications of HRDA otherwise participants will not be approved by HRDA.