Register for the free webinar 'Tactical Improvement with the Operating Model' on Friday 15 May at 10.00:XNUMX, in which Joris van Hijfte explains the Operating Model and how this model can form the basis for an improvement approach at a tactical level.

Organizations are continuously improving their performance (quality, speed, efficiency). But which buttons should you turn? An approach that only focuses on optimizing the process or the IT systems does not always produce the desired results. In this session an explanation will be given as to why this is the case and how an approach with the Operating Model is more effective.

This knowledge session is intended for anyone who is involved or who aims to improve performance on a tactical level. The session will be led by Joris van Hijfte, who has over thirty years of experience in this field as a consultant, manager and engineer.

You can register for the webinar via this link.

Sybrigje van der Kam today passed her with flying colors Lean Blackbelt practical exam. She has a first, because this was the first time that Watson & Associates has performed practical certification online! Despite the Corona virus, we are happy that we can continue to provide training and certification online for our clients and students.

Sybrigje works on behalf of Quoratio for its client BAM, for which she has carried out a beautiful and complex assignment. Her trainers and examiners Herman Elferink en Anja Bouwhuis, were impressed by the approach and the results achieved: “In our view, Sybrigje was really an example of how a Lean consultant can successfully apply Lean. She could hang above the material, but dove into the depth when necessary. ”

Thumbs up from Herman's living room!

Know more about Lean training and certification at Watson & Associates? Take it easy contact us, we are ready to answer your questions.

On Wednesday, March 4, Henk, Jeroen and Rob were present at the annual NL Groeit event in Ahoy Rotterdam on invitation. It was a very inspiring afternoon and evening. NL Groeit organizes a platform for and by entrepreneurs with an emphasis on learning from each other and sharing experiences of entrepreneurs about their experiences with the growth of their organizations. A very successful formula in which the more experienced entrepreneurs coach a number of less experienced entrepreneurs free of charge. We too all have a growth coach who will help us with our personal growth questions in the coming period. It was very inspiring and chaired by Pieter Zwart from Coolblue, among others. We wondered who in the room has never received a package from him. There were several speakers and under the leadership of either Umberto Tan or Jeroen Pauw there were appealing interviews with the surprise of a performance by Maan.

The following speakers, among others, spoke: Rayond Cloosterman (Rituals), Verne Harnish (Scaleup Company), Ralph Hamers (ING), Mona Keizers (Secretary of State for Economic Affairs and Climate), Peter Heerschop (cabarettier), Ronald Koeman (football coach) , Jiste Groen (Home Delivery), Nikkie Plessen (Fashion), Colette van Eerd (Jumbo) and of course Pieter Zwart from Coolblue.

Design Thinking is in the spotlight. Leading companies from all sectors now make use of the ideas that originate from the world of industrial design. Design Thinking is applied by organizations to approach complex issues in an innovative way from a deep understanding of the user. The Stanford is seen as one of the founding fathers who has embraced this way of thinking in a design process. There are now many leading universities that teach Design Thinking. Design Thinking fits well with the Lean and Agile philosophies. We believe that knowledge of Design Thinking should therefore not be lacking by the seasoned Performance Improvement professional.

Are you curious about what Design Thinking is? Do you want to know more about the most important principles of Design Thinking? Or do you already have some experience with Design Thinking that you would like to share? Then sign up for the free knowledge session on 13 March 2020 in Moordrecht. The knowledge session starts at 10.00 a.m. and ends with a sandwich lunch and the opportunity to network and talk.

NOTE: The number of places in Moordrecht is limited. Participation in order of registration. If you would like to come, but are unable to attend on Friday, March 13, just let me know. If there is sufficient interest, we schedule extra knowledge sessions, possibly also at another location in the country.

Hope to see you again!

Henk Drenth en Rob Bröker

With great pleasure we have given Robbert Hengeveld the first certificate for the successful completion of the Lean Six Sigma Green Belt practical assignment. Robert started the Green Belt training when he worked at Quoratio. In carrying out his practical assignment, he was able to apply what he learned directly and to achieve real impact for his company.

In the coming period we will train and assist dozens of Quoratio employees with Watson & Associates in their training for the Lean Orange Belt, Lean Green Belt and the Lean Black Belt.

Design and prepare a delicious 20 course dinner with more than 3 people? On November 27, colleagues from Watson & Associates are in the cooking studio of the Heeren van Driebergen accepted this challenge together. In a number of sprints we first designed the menu ourselves, then delivered a prototype and finally prepared the dishes. It's great to experience in this way how you can achieve a super steep learning curve with teams.

Jeremy Buisman and his colleagues from have fantastic facilitated this evening. Collaboration and fun: a super successful team event!

Learn more about us group? Or do you want your teams also develop? Feel free to leave one message to get in touch with us personally.

For the second time in a row, Watson & Associates wins the FD Gazellen Award. On November 14, Jeroen and Rob received this prestigious entrepreneur prize for the fastest growing companies in the Netherlands on behalf of colleagues from Watson & Associates. We are naturally very proud of this!

We thank our clients and colleagues for the wonderful results that we have achieved together in recent years. Henk, John, Tjad, Rudolf, Roald, Maarten, John, Job, Ard-Jan, Hannes, Herman, Anja, Brigitta, Vincent, Joris, Sjef, Alice, Naomi and former associates, thanks!

When we ask the participants at the start of our training if they find themselves creative, most people answer this question in the negative. When we ask questions, it appears that we design and associate creativity with the artistic process of shaping. We apparently think you should be a talent in drawing. We think differently about that.

Design Thinking is not exclusively reserved for designers. We call it Design Thinking, because we use the methods of designers and design teams to systematically learn, experiment and test. This is a people-oriented approach to finding solutions to problems in a creative and innovative way.

Design Thinking fits seamlessly with the Lean and Agile principles and is a valuable addition when it comes to problems that are not based on an existing one current state can be approached, problems that require innovation. Design Thinking is in full development and we are regularly asked: what is Design Thinking? Watson & Associates has a special for this awareness training developed from half a day.

Take it contact for more information.

Henk Drenth, partner.

In recent weeks, five managers of Modexpress in Helmond have held ours Incompany Lean Greenbelt training followed. This training was an upgrade of the Lean Orangebelt training which we had previously cared for. Fashion Express is a leading supplier of supply chain solutions for fashion and lifestyle items.

Parallel to this Lean Greenbelt training, the participants worked on implementing actual improvements in the primary process of Modexpress. They have followed the steps of the DMAIC approach. This design has a lot of added value. For the participants, who can practice right away in practice, but also for the organization and its customers, who see the improvements being implemented.

On 31 October we successfully completed the training with the exam. Congratulations with this result!

Knowing more? Take it contact us.

Henk Drenth

This knowledge session is about the journey I have made in recent years with management and the teams at Rabobank, about 'contracting' the assignment, about Agile and self-organization and the (my) changing role. The knowledge session takes place at the Watson & Associates office in Moordrecht on Friday, November 29 from 10.00h to 14.00h. Participation is free and a sandwich lunch is provided. Let us know if you are coming!

Just as with any existing organization, Rabobank has to deal with the adaptation paradox, the fact that organizations are more likely to survive the more they adapt to be more proactive, but also that social systems are naturally strive for balance and stability, something that actually hinders the development of adaptability and learning capacity. This knowledge session is mainly about this changing balance.

When, in 2016, Rabobank consciously opted for self-organization, more ownership and responsibility among employees, this required a different role for (remaining) management. After all, all the implicit clarity offered by a hierarchical structure had to be replaced by explicit new flexible structures and processes and roles that regulate decision-making and many other matters that previously belonged to (team) management.

Rabobank also opted for self-organization because, among other things, it can be a powerful means to motivate professionals intrinsically and to be able to respond effectively to what is being asked from outside by customers and other interested parties. Employees are given more and more room to set their own priorities, consult and collaborate, within the framework of the organizational goals, based on a structured process.

Healthy teams are the building blocks of this, teams that are able to give meaning to their role and are discussion partners for other (management) teams. Teams provide the context for acquiring new norms and principles and translating them into appropriate behavior. This by creating situations in which team members are, as it were, tempted to behave in new ways.

But since most employees do not yet have experience with self-organization, this requires the organization to provide clarity, direction, guidance and trust. More ownership, responsibility and initiative do not happen automatically, that must be well organized, however strange that may sound in this context. And, there is no 'jacket that fits everyone', teams follow different paths and therefore need customized support.

This Customization and clarity go hand in hand when jointly appropriate frameworks are determined, which are safe enough to provide bedding for movement and development. The aforementioned balance is constantly sought in this process.

In line with the factors that stimulate intrinsic motivation, these frameworks may include:

  • Meaningful contribution & results, what clear result agreements are there with regard to the process of self-organization and the content of the work, and how will the team show how well they are doing?
  • Appropriate autonomy & division of labor, what roles (purpose, responsibilities and activities) are there and what is the process for delegating responsibility. Which (Agile) method is applied and what are the requirements from quality control and prioritization.
  • Growing competences & development, which (new) competencies are required from individuals and the team and how does development take place here?
  • Valuable connections & ownership, which norms and values ​​ensure that real teams are formed in which employees get the best out of themselves and their colleagues and that this team formation is given priority.

In the first instance, teams need a manager who is literally and figuratively present. That sense sets goals for the activities within the organization, which encourages the expansion of the appropriate autonomy, that encourages growth in (new) competencies, that works with the team on valuable connections and that does so mainly through positive examples visible. The development of this new (serving) leadership style requires in the first instance recognition of the dysfunctional effect of the old ('command and control') leadership style on the new desired situation. When old beliefs give way to new ones, new behaviors can be worked on, creating step by step an environment in which teams and employees can be successful.

Roald Droog, Transition Coach Rabobank