The purpose of this paper is to describe how VVAA's decision to work with the Nyenrode Business University (EMDC) to develop and change the culture of its organization and improve the business proposition they offered to their members.
The paper details the consequences for VVAA decision to strengthen the existing management and key professionals. By offering the top 80 key people (managers and professionals) a developmental program which would raise the awareness of their own competences and the need for more cross boundary cooperation.
The paper reports that an organizational transformation program can only be successful if it is part of a set of interventions to really change the company. Consistency in behavior at the top is crucial because everybody watches the behavior of top management and becomes extremely aware of discrepancies and inconsistencies.
Provides strategic insights and practical thinking that have influenced the organizational transformation of VVAA culture.
The paper provides a structured approach to the process of building effective learning interventions based on a clear understanding of the need to change.
Wierdsma, A. and van Hemsbergen, H. (2009), "Partnership for organizational transformation: collectively co‐creating a new VVAA 2.0 culture", Strategic Direction, Vol. 25 No. 11, pp. 21-36. https://doi.org/10.1108/02580540910999702Download as .RIS
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