Herman Van den Broeck

Greet Heylen, Flanders Make
Business Process Manager

"Leading change are not the fundamentals of changing people, but of changing the context and the culture … the smell of the place. By providing insights into – and real understanding of – the systems and culture of our work environment, the programme taught me to smell our place again.
It taught me to create ‘wanting’ by aligning the emotional heart and the conscious mind. In addition, I now know how to make choices in the landscape of change strategies, and I know the frameworks for building change step by step: the structure and processes to connect the change in all phases, in the whole organisation, in a cycle of top-down and bottom-up, in the equilibrium of heart and head. And at the end of a successful change project, the behaviour of the people has changed – yes, after the programme, my behaviour changed as well. As with all Vlerick programmes, I really appreciate the experience of learning, the interactive sessions, the real interest the professors have in the participants, and the networking.“

 Marc Leyder

Marc Leyder, Van Lanschot Bankiers België
Director Investmentadvice

"This programme is an immersion in all of the facets of Change Management. In addition to a process-based approach, great attention is paid to the more strategic aspects of 'change'. One of the many eye-openers for me was the discovery that when you try to move too quickly through change processes, and you skip a number of necessary steps, you undermine support for the change and strengthen resistance. Snow only sticks when the ground is already frozen: so you learn to prepare the groundwork and deal with change in all its aspects much more deliberately in the future. This programme gave me the tools and insights – and a large dose of positive energy – for working in an ever-changing world. You can actually learn to change!"

 Albert Lens

Albert Lens, Boehringer Ingelheim
Head Animal Health

"What I particularly liked in the programme is the insight that the 5 large building blocks in a change strategy need to be adjusted to one another to ensure success. Our customer value proposition and how we achieve this, is an important element in the formula of a winning strategy. This was an eye-opener for me which was directly applicable in my company. Also, being able to recognise the different cognitive styles in a team is a way to facilitate the change process. These models allow us to shape change projects in our businesses very concretely. We experience daily that the changes process that we are managing get positive recognition from external stakeholders, primarily because of our customers."

 Filip Beyers

Filip Beyers, CRH Building Products
Programme Manager Business Improvement

"The focus is not only on the personal approach of the change process in itself, but also on the strategic need to initiate a change. This implies that consideration is clearly given to the context in which a change takes shape. The four-day programme really offers you a long term strategy to use as a framework in which to begin a change process. The theoretical framework is there to examine your cognitive style: months later it still gives me time for some introspection at regular intervals. I carefully assess my own approach in a less successful change process before I start judging. That helps me in the ‘difficult moments’ as a change facilitator."

 Stefaan Bourgonjon

Stefaan Bourgonjon, Robert Bosch France
Sales Director

"At the start of the seminar on ‘Change' I was unsure of what to expect. Faced with profound international changes in my organisation I thought I could only get wiser about them. The programme has exceeded my expectations. A practical approach, interspersed with cases and anecdotes, relaxing and informative in an animated way. Now, my organisation is experiencing that change can be more about opportunities than about threats. An A +."

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