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A few casestudies to illustrate our Move! Work

These casestudies describe our approach in a number of projects with our customers.  You can also download each of the cases in a pdf format. These cases have been written with full support and based on feedback of our respective customers.

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 brings teachers, managers, counselors, etc... together in order to learn with and from eachother from their experience using differt 'coaching like' methodologies with students, members of staff, or outside organizations they work with as 'consultants'.  It is not only about 'learning' but also about developing a common sense of ownership by the professonals for this...

ERM Towards a Learning Organization

 Context & Issues

ERMERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultant.  The organization we worked with counts +/- 60 Consultants and management committee consists out of 6 Partners.  One of the issues of ERM was the difficulty within a consulting context to develop junior consultants and have them coached and meterod by their senior colleagues.  Their original idea was train senior consultants in delegation and coaching skills.

Support for internal facilitators Lafarge China

lafargeDue to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration program for Managers.  We developed an Instructional Toolkit that could be used by the Business units to deliver those programs locally and we trained a group of local facilitators to use the instructional material and design.  In China the first two groups of facilitators were trained and are actually using the kit to set up their integration process.


Context : A large international Industrial group is in a process of continuous acquisition of smaller and larger Business Units all over the world. One of the consequences is that there middle and higher management population grows significantly.

INDAVER People Make Projects Work

 Context & Issues

indaverlogo2Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. For this organization project management is key. Most industrial initiatives are in the form of CAPEX projects and have a huge influence on the future development and profitability of that organization. It is also a way to innovate in this high-tech business. The organization has a classical setup of steering committees and they were currently structuring their project management process (inc...

Cristal Union A Learning Network as policy driver

 Context & Issues

cristalunionIn the organization a number of sugar and alcohol plants come together. Traditionally those plants were very independently run and had their own industrial policies as well as safety, environment and quality processes and practices.

A few years ago, Cristal Union decided to create a number of centralized functions in order to create a more coherent industrial strategy group wide. One of those functions is the Quality, Safety and Environment Department, headed up by a QSE director and staffed with a small central team that was charged to develop a common policy across the different plants of the group.

Carglass Belux Performance Improvement Process

carglassContext : The organization works with a lot of, relatively small, subsidiaries.  The central HR department manages the Performance Management Process (classical evaluation procedure, based on a yearly interview, personal objectives, linked to bonuses,…).

Business Issue : The evaluation procedure has become a merely ‘administrative process’ which is not anymore driving people’s behavior and performance and has lost all credibility in the organization.  More than 50 percent of the employees do not get feedback on their performance.  Most of them have not even individual objectives.

KBC Insurance A co-creative strategic process

KBCProcess Consulting for a major ‘business strategy development’ project where we focused on involving all stakeholders from the beginning.  Objective was to bring out all available expertise and experience and to mobilize all stakeholders for the successful implementation of the business strategy.


Context : In a large organization, a small business unit, was planning to set up a ‘strategy development’ process.

Business Issue : This business unit was responsible for a business, although recognized as core business by the organization, it was very small compared to the ‘lead activity’ of the organization.  (4 percent market share, where the overall organization had like 20 percent market share).  From their own analysis they became aware that they needed a ‘new strategy’ for their (sub)-business in order to create support in the bigger organization for their development plans.


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