Our Articles

In this section we share with you a number of articles, interviews or contributions to conferences that show aspects of our work and vision on Learning, Organizational Development and Change. Since we believe that 'Knowledge only grows when shared' we invite you to share this with your own networks.

Leemans, C., (2020). Succession Planning : Not just filling the gaps (not published)

successionplanning2Succession Planning, a lot of organizations design it still as a 'replacement planning' process although we know that in fast changing context, that kind of planned process often doesn't work. The job doesn't exist any more by the time the identified candidate for that job is prepared and trained to do it. In this presentation, we give a different look at how you could do succession planning starting from an organizational wide development push preparing your entire workforce to be ready for any kind of position, project, assignment that needs to be staffed in the future.


Leemans, C., (2020). The Dialogic Fabric in Organizations. Autonomous Professionals & Networks in the Lead. (not published)

Most organizations, across businesses and industries, have become Knowledge Intensive and face a global & VUCA environment: Volatile, Uncertain, Complex and Ambiguous. They are challenged by complex technological, societal, economic, political and ecological changes and threats without obvious solutions at hand. It will inevitably shake up the way business is conducted, and the way organizations operate.

Therefore, the sustainable performance and development of those organizations depend on their capacity to change, innovate & learn. Producing cheap and good quality products and services no longer suffice. Their ingenuity to ‘invent’ new products and services and to address the complex needs of society will decide on their future. To grasp the enormity of the challenge ahead, think about our industry without oil, that being only one of the challenges for the coming decades.

And then, literally in the middle of writing this article, and as if we needed extra proof, Corona forces us into lockdown and social distancing. And that is not only an enormous challenge for public health and for business, it is also ruining the social fabric our organizations are made of. It is already obvious, that even when the worst will be behind us, it will not be ‘business as usual’. We will have to ‘heal’ our organization and focus again on working together, connecting, develop our sense of belonging and our collective ambition as social system.

And suddenly, Corona becomes an OD process, putting our way of doing things upside down, and proving suddenly that certain things that a lot managers thought were impossible, actually are possible : trusting each other working at home, distributed leadership where everybody has to take the decision regardless of his ‘position’ or ‘role’ in the organization, stop doing what we did for years, trust without actually knowing what somebody really is doing at home and the acceptance that people flexibly combine their ‘work from home’, with their actual homework, homeschooling the kids, taking care of their sick partner or parent, etc…

Corona, together with already existing challenges not only push for product and service innovation and practical reorganization of the workplace enabling distancing, but also the organizational purpose, organizational design and the way people work and decide together, are equally ‘under construction’.

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Leemans, C., (2017).  Distributed Leadership.  A powerful engine for Organizational Performance.  Leadership Excellence Essentials. April

In this short article Clement Leemans is discussing how leadership could effectively trigger learning, innovation and change capacity in an organization.  He is exploring the distributed leadership concept where leadership is more seen as a system variable and not linked to a specific individual or position, but based on situational expertise and energy.

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Clement Leemans, (2014)., Jobcrafting.  How can it enhance organizational performance.  Talent Management Excellence Essentials. Vol. 2, N°12.

In this short article Clement Leemans reflects on how job-crafting could be a lever for organizational learning by creating for job holders accountability and ownership not only for their own job, but also for the contribution of that job to their internal customers and the overall sustainable performance of their organization.  He is not looking at job-crafting as a purely individual process but as a systemic organization development exercise. 

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C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever.

This article has been written as a summary of a presentation Move! did for the Flemish Learning Network in March 2013 and it breaks with the general idea that strategic HRD would be mainly about translating the business strategy into developmental actions and policies in the organization.  Although that is part of it, Move! argues that an important strategic role of HRD is SHAPING and Co-creating the business strategy.  Shaping in two distinct ways : first by supporting and facilitating the organizational strategic process and making sure that it is based on sound processes and involving all stakeholders and secondly by contributing our HRD knowledge on the labour market, change management, innovation, organizational processes etc... which is crucial knowledge to forge an implementable and successful business strategy.   

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Look at the VOV presentation (in Dutch)

Torraco, R.J. & Swanson, R.A. (1995). The strategic roles of human resource development.  Human Resource Planning. 18(4).

C. Leemans, (2020).  Organizing for Sustainable Performance

In this short four page leaflet, we present Move! as an OD Consultant, our vision, activities and approach.

The leaflet is also available in Dutch and French (click on the thumbnail for the English version)

leafletfront2020 Dutch version  /  French version

C. Leemans, (2010).  Engaging Experiential Learning Activities

Ideally experiential learning happens “at work” and is simply part of useful, effective, added-value work, where people don’t just do what they do, but keep their eyes open for what happens, try to understand that and adapt their course of action to improve the outcomes. That growing “awareness” for improvement opportunities simply by ‘processing’ experience or the insight that changes in the environment demand for a different approach, is nothing else but : LEARNING.
But in real work situations you cannot ‘direct’ what happens and in the heat of the moment, significant observations are not always addressed… the game must go on and workload or urgencies are often in the way of thorough processing of experience and experimenting new approaches.
In “off-work” circumstances, workshops but also team meetings for instance, you can create the context to process experiences at work and if there is no immediate ‘common experience’ as the offset of an experiential learning process, you can ‘introduce’ those (near to real) experiences through a number of learning activities.

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C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement organization wide vision, strategy and practices on Learning & Development

This article describes how Clement Leemans facilitated the 'strategy development process' for HRD in a large multinational organization through the development of a highly collaborative network of L&D Managers comming from 70 different countries and business units.  It functioned as a Learning Network and a Community of Practice that was a lever for implementing a vision on Organizational Learning throughout the organization.

This article was originally written for the MOPAN conference in Leuven on Multi-party Collaboration.

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C. Leemans. (2012) How Organizations trigger Sustainable Performance.  A Mental Model for Organizational Development.

ODandSustainablePerformancefrontpageIn this short article, we try to summarize our main ‘assumptions’ about how an organization can sustainably develop their performance. That mental model about Organizational Performance and Development guides also our ‘work’ as Organization Development consultant or process facilitator and more generally our Move! approach to organizational learning, change & performance improvement.

It is a plea, scientifically underpinned, for a collaborative organizational culture, creating the conditions to learn and to innovate. 

The Organization Development approach is looking at the organization as a social system and sees behavioral change fundamentally as a systemic, social and relational process, triggered by the organizational ‘setup’ (the ‘architecture’ of the organization). “Organization development is a system-wide process of application and transfer of behavioral-science knowledge to the planned development, improvement and reinforcement of the strategies, structures and processes that lead to (sustainable) organizational effectiveness”. That means that we focus our interventions also on ‘the system’ and the interactions within the system. We do not think that individual coaching or training of individuals in (often) isolated competencies, will in and of itself change the way the system behaves nor will it result in sustainable change, learning capability or business results for the organization. Consultants who believe that, will still use from time to time coaching and training, but embeded in a holistic intervention, combining it with more organization focused tools such as : Large Group Interventions, Force Field Analysis, Action Research, Appreciative Inquiry, Team Coaching, etc…

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