Testimonials

International application of step 1 delta 5: USA, Indonesia, Vietnam, Thailand, Greece, Hungary, Belgium, Germany. Step 2 has been applied in: Europe, Africa, USA, India, Thailand

Selected clients of the Boudewijns & Roemen Group, the consultancy executing delta 5:

Business sector: AirFrance-KLM, Corus, Philips, ABN-AMRO, Rabobank, Nationale Nederlanden Utrecht, SNS-Reaal, Genmab, Logica-CMG, Axa Verzekeringen, Centraal Beheer Achmea, Akkermans and Partners Support, Heineken N.V., Royal FrieslandCampina, TenneT, Eneco, HR-boasters/Safaricom (East-Africa), NMG (East-Africa)

Public sector: Ministry of Finance, Ministry of Domestic Affairs, Dutch Tax and Customs Administration, Dutch social welfare authority, several city councils, healthcare institutes, housing corporations, District court Zwolle, Province of Gelderland, ProRail: Dutch Railway Net, LV-NL: Dutch Airtraffic Control, Dutch National Chamber of Commerce

Education: We provide programs for (among others): Nyenrode Business University, Arnhem-Nijmegen University, Radboud University Nijmegen, Belastingdienst Academy (Impuls), Akkermans & Partners Groep, KLM Academy.

Clients on delta 5

‘The strength of delta 5 is that this tool makes ‘culture’ manageable: it works from a diagnosis that enables the design of practical interventions resulting in an upgrade of the company’s learning capability.’ Thom Albers: Corporate Strategy Director - FrieslandCampina

“The report (delta 5 step 1) made very clear what is lacking in (production location B) in comparison to (production location A). We have been talking about organizational learning for a long time, but now I can clearly see how we can improve it,” Teun Heijnen, Director Supply Chain Ingredients, FrieslandCampina.

“Treat yourself to a healthy revision of your management style after working with Johan Boudewijns’ research results,” Carl Sinnige, Vice President Passenger Services, KLM.

“It is the unwritten rules that will let us grow from Good to Great,” Hans Wilkes, member of the executive board at Reaal Insurances.

 

 

 

 

 

 

 

 

 

 
delta 5 provides control over learning processes.
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.
delta 5 is applicable for all sectors ranging from industry, service providers and government institutions.
What have you learned today? And your organization?
The obvious learning processes are also known by competitors.
delta 5 strengthens earlier professionalization attempts and improvement efforts using TQM, Kaizen, 6Sigma and Lean thinking.
Learning processes which focus on production to generate money should exist alongside learning processes which concern the organization itself.
In a learning organization, learning is embedded both in the organization’s culture and structure.
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.
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.
A learning organization is a group of people with a shared goal and which is getting better and better at realizing its goals.
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.
delta 5 makes learning, developing and innovation an intrinsic element of the organizational culture.
Organizations create their own future. Organizations with a high learning and development capacity achieve the future they aim for.
Helping people strengthen their problem-solving capacity.