Because managers are wrestling, they tend to create more rules and structures instead of less. I was asked to develop and implement a strategy for innovative, activating change communication.

The objectives of this change communication are:

Bring back the enthusiasm for this change of the organisational culture.
Move forward the cultural change ‘Nissewaard Leert Door’ and thus the learning organisation.
Help colleagues at all levels to discover what the ‘learning organisation’ means.
And thereby provide guidance on the next steps to be taken.
Creating a network of colleagues who operate in the vanguard of the learning organisation and helping this network grow, so that the change of culture gains a foothold.