Steps

The steps of delta 5 are briefly explained below:

Step 1

Results
- a score per key indicator
- a textual explanation per score: what does it mean?
- a total score for the organization

Step 1 makes it possible to take a baseline measurement (BMt=0), to monitor and to benchmark. The baseline measurement, the monitoring and the benchmark are made visible by presenting the level of organizational learning for each phase.

Approach
Step 1 entails a survey based on key indicators which are developed for every step in the learning cycle. This learning cycle is more extensive than existing learning cycles like the ones developed by, for example, Kolb, Deming and Dewey because strong and weak links in the learning processes are presented in more detail. In this way organizational learning is made concrete and improvable. Read more about step 1

Step 2

Results
- a thorough analysis of the cause-result relationships behind the key indicators
- deep insight into the existing behavioral patterns and effects
- a clear view of how to achieve improvement

The methodology we use in step 2 is also used for other improvement issues like quality, security or realizing cultural change in a short time span.

Approach
Step 2 entails qualitative research in which the causes are analyzed that determine the score of the key indicators of step 1. This step is executed by a limited number of interviews with a representative selection from the organization. The patterns identified are analyzed using a sound scientific methodology to understand what these patterns mean for organizational learning. This analysis makes it possible to develop an effective improvement program. Read more about step 2

Step 3

Results
- significantly improved performance
- grasp of the objective and subjective processes
- greater control over the organization's own future

Approach
Step 3 entails developing and executing an improvement program based on the thorough cause-result analysis and deep understanding of the complete learning cycle which we got from step 2. In addition to experts on organizational learning, the founders of delta 5 are experts on coaching improvement in an organization to bring organizational learning to a higher level. Senior management can in turn implement the improvements by coaching the work floor. Read more about step 3

 

 
delta 5 strengthens your ambition with regard to social innovation, smarter working, innovation and knowledge management.
In a learning organization, learning is embedded both in the organization’s culture and structure.
delta 5 provides control over learning processes.
Learning processes which focus on production to generate money should exist alongside learning processes which concern the organization itself.
The obvious learning processes are also known by competitors.
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.
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 makes learning, developing and innovation an intrinsic element of the organizational culture.
A learning organization is a group of people with a shared goal and which is getting better and better at realizing its goals.
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.
If a mistake may not be traced back to a person, no one is learning.
delta 5 strengthens earlier professionalization attempts and improvement efforts using TQM, Kaizen, 6Sigma and Lean thinking.
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.