Johan Boudewijns

Dr. Johan Boudewijns

 

           

Inspiration/thinking of delta5

When we were conducting interviews in Asia with the people responsible for innovation in this part of the world, we realized more than ever how people worldwide exploit existing knowledge and experiences and how much mankind could benefit from it. This concerns of course economic growth but also issues we see ourselves confronted with, like a sustainable society.

We hope that by developing delta 5 we can make an important contribution to three groups: organizations, people and society. Our approach starts primarily with organizations: in our view they form the connection between individuals and society. Whatever the questions we ask ourselves might be, it will help us if we can learn faster. It also helps us to see that different issues might call for different learning processes under different conditions.

Besides executing delta 5, we are creating connections within society to strengthen learning at this level. Organizations which do very well at generating profits by selling products are mastering learning processes which can also be useful for our sustainability issues, for example. Organizations like Shell or FrieslandCampina master a level of process control which could be very inspiring for our healthcare sector.

Our ambition was to make the delta 5 methodology as concrete as possible: to make organizational learning measurable, to show the current level of learning in an organization and to enable comparisons between departments, business units and business chains and sectors and to monitor annual progress. Concreteness is important in making concrete improvement possible. 

 

 
A culture which allows employees to make mistakes is not the only requirement for learning. When a mistake cannot be traced back to its causes, learning is not possible in such an environment.
delta 5 strengthens earlier professionalization attempts and improvement efforts using TQM, Kaizen, 6Sigma and Lean thinking.
A learning organization is a group of people with a shared goal and which is getting better and better at realizing its goals.
Learning processes which focus on production to generate money should exist alongside learning processes which concern the organization itself.
delta 5 makes learning, developing and innovation an intrinsic element of the organizational culture.
delta 5 provides control over learning processes.
Organizations create their own future. Organizations with a high learning and development capacity achieve the future they aim for.
To embed organizational learning in an organization, a balance must be found between short-term and long-term success, between action and reflection, between talking and listening, between inside and outside, between theory and practice.
What have you learned today? And your organization?
delta 5 is applicable for all sectors ranging from industry, service providers and government institutions.
Process optimization of the ability secures the future.
delta 5 strengthens your ambition with regard to social innovation, smarter working, innovation and knowledge management.
If a mistake may not be traced back to a person, no one is learning.
Helping people strengthen their problem-solving capacity.
delta 5 translates organizational goals into the organization’s ability to actually realize these goals while making the process more effective, more cost efficient, more intelligent, more innovative and more sustainable.
The obvious learning processes are also known by competitors.
In a learning organization, learning is embedded both in the organization’s culture and structure.