Integral organisational change
The ideal engagement: guiding a full organisational transformation in which all services come together. Redesign the organisation and leadership changes with it, IT processes, HR processes, team composition - it all hangs together.
Under the core engagement we also offer six sub-domains, each deployable on its own. In the way that fits your organisation.
Six sub-domains
Each sub-domain is deployable on its own, or as part of an integral trajectory.
What this delivers
A strong future vision and strategy is only the beginning. Bringing that vision to life, day in day out, requires a change in how the organisation is set up and how people work together. Looking at this integrally is the foundation of renewal.
We turn that vision into something that works in practice: in structure, in roles, in how people collaborate.
With a fresh eye on how organisations operate and how people work together, we lift performance to a higher level.
Transformation into innovative organisations
As an expert in HR management and people and organisation development, I use as transformation manager several methodologies to organise differently and to make people collaborate better. In change trajectories I apply evidence-based principles.
Our goal: create work environments where happiness at work sits at the centre, by working underneath on sustainable employability and workable work. So everyone contributes to the growth of the organisation.
Organising differently and collaborating better. As a transformation manager I strongly believe in the principles of Innovative Organisation (Re)design (SocioTechnics, Ulbo De Sitter). A dynamic approach to organising qualitative work: flexibility, creativity and continuous improvement take centre stage.
The result is a culture of ownership and innovation. Employees are encouraged to be proactive and work together on shared goals. Engagement grows, frustration drops at every level.
Shared leadership (Koen Marichal, Karen Wouters) embraces shared responsibility carried by a collective. It goes beyond traditional hierarchical structures and encourages a culture of equality, collaboration and mutual respect.
The underlying work is set out in Naar gedeeld leiderschap (Pelckmans, 2018).
Leaders are not lone figures at the top, but facilitators who create room for a diversity of voices and talents. Shared leadership promotes a culture of empowerment where every individual's potential is used.
In team development we work with careers in teams (LiZeT, ESF). Team members take responsibility for their own career and for each other's. The method helps develop a win-win action plan for evaluating and structuring team work, and supports lasting careers.
It creates mutual connection and high-performing collaboration. We cherish diversity: every voice makes an essential contribution to shared success.
The self-determination theory of Deci and Ryan emphasises the importance of autonomy, relatedness and competence for personal and professional success. It encourages goals rooted in personal values and interests.
In practice: a work environment where people and teams set their own goals, take decisions and develop skills - with a clear vision, challenging tasks and a culture of respect and collaboration.
Job design is about creating active, motivating jobs (Karasek and Theorell): job demands (workload, deadlines, complexity, emotional pressure) balanced with control latitude (varied tasks, learning opportunities, autonomy) and social support.
Making quality work happen brings a balance between challenge, responsibility and growth - with positive energy, less stress and more motivation on the shop floor.
Workable work translates the insights of Karasek's model into four measurable elements: stress-free working, motivation, learning opportunities and work-life balance. That operationalisation has been empirically validated since 2004 by the Flemish workability monitor of the SERV, which makes it a shared reference framework within Flemish social dialogue.
Werkmeter measures those four elements in your organisation and connects the outcome to how the work is organised. You do not end up with a satisfaction score, but with a place to act on - including the legally required psychosocial risk analysis.
Frequently asked
Factter helps organisations organise work differently, so that people can sustain it and the organisation can keep up with what is coming at it. That covers structure, leadership and the experience of work together. In practice: analysis, redesign, team support and instruments that measure what is actually going on.
That structure, culture, leadership and the experience of work go on the table together, not one at a time. A culture programme inside a structure that works against it disappears within the year. So does a new structure without leadership able to work with it. That is why we look at the whole before touching anything.
On five evidence-based frameworks: innovative work organisation or sociotechnical design (Ulbo De Sitter), shared leadership (Marichal and Wouters), careers in teams, the self-determination theory of Deci and Ryan, and job design following Karasek and Theorell. Each framework belongs to a different kind of question.
With whatever causes the complaint, not with whatever shows first. Complaints about collaboration often come out of a structure in which nobody can finish a complete piece of work. A culture programme is then wasted money. Conversely, a redesign does not resolve a conflict that has sat between two people for years.