Slap a label on us?

Feel free to do so. We have had a stab at it ourselves… and given up. Connected. Aligned. Responsive. It’s what we do and how we do it at beanmachine. We are a fast growing and constantly evolving cooperative that supports organizations in critical moments. For each project we create a new circle made up of just the right people focused on the learning needs. Co-designing for us is an imperative.

You simply have to experience it. All we can do is to invite you to step into the circle so you can see what we mean. And do not say we did not warn you: we react negatively to sacred cows.

Our preferred approach

PHASE 1: diagnosis & preparation

Together we develop a firm basis for the programme. The diagnosis has to be crystal-clear and the right people have to be on board.

beanmachine
  • Organising and launching the steering group: comprising the organisation’s key stakeholders, this group is tasked with providing an outline of the process, approving the planned approach and adjusting it where necessary. 
  • Organising and launching the development group: within this group, the Beanmachine project team is reinforced with in-house staff, whose input (structural or ad hoc) is a reflection of their specific expertise. 
  • Diagnosis: identifying the current strengths and development needs in terms of connectedness, alignedness and responsiveness to provide us with a dashboard so that we are not working in the dark. Irrespective of the method, it will always be crucial to make a clear baseline assessment and decide how and when progress will be monitored.

PHASE 2: movement & development

The focus in this phase has to be on three areas simultaneously:

beanmachine
  • Sensemaking and awareness: disruptive formats form the basis for increasing awareness about the need for change and being prepared to be part of this process. 

  • Engineering: a carefully prepared (re)design of the structure and infrastructure is required to create the right habitat, an environment that is conducive to welcome patterns of behaviour while helping to deter unwelcome ones.
 
  • Development: we do not believe in long and drawn out training programmes, as experience has shown us that a number of basic skills and behavioural practices need to be acquired. In this section, we consider what these are, on what target groups we should focus and what are the appropriate training methods.
  • This phase does not involve a linear process. In some cases multiple iterations are required or the ‘cheese slicer method’ is applied in order to provide more depth and a firmer basis.

PHASE 3: assessment & sustainable transfer

beanmachine
  • Progress is monitored throughout the entire process. The final phase is used for stock-taking. It is vital to make an assessment but it is just as important to sustain successes. Our aim is always to make ourselves surplus to requirements as far as our partners are concerned. We seek to transfer as much knowledge and as many skills as possible during each stage. The final phase is when we formally hand over the torch to the entity’s own people. 

How we like to work together with organisations

During our working relationship with you we will seek to highlight a number of principles. We try to involve as many of the customer’s people and experts as possible. They are the ones with the expertise after all. By the simple virtue of being part of the organisation and/or because of their research. Involving an organisation’s own people offers a number of advantages. First of all, it is more cost-efficient for you, as there will be less need to bring in people from outside. It also offers you a guarantee of independence (see phase 3, transfer). And secondly: the more people forming part of the solution the more the solution will be espoused and communicated. 

Another principle is the ‘tone at the top’ principle. We never start work on a project unless it enjoys sufficient sponsorship and there is a willingness to cooperate at the top. Passivity and negative role models at the top of an organisation are detrimental to any culture or change process. We invariably seek to forge a long-term sustainable partnership but we never conclude an ‘open-ended’ contract. You stay in the driving seat. 
This is the only way that the working relationship can be connected, aligned & responsive.

our mechanics team

Katrien Van Rossom

Katrien Van Rossom

bean mechanic

Jan Bal

Jan Bal

bean mechanic

Hans Donckers

Hans Donckers

bean mechanic

Frédéric Williquet

Frédéric Williquet

bean mechanic

Geert Geens

Geert Geens

bean mechanic

Ive Van der Auweraert

Ive Van der Auweraert

bean mechanic

Koen De Valck

Koen De Valck

bean mechanic

Rob Leurs

Rob Leurs

bean mechanic

Kim Berckmans

Kim Berckmans

bean counter

Catherine Tackoen

Catherine Tackoen

bean mechanic

Gunter Loos

Gunter Loos

bean mechanic

Koen Cuykens

Koen Cuykens

bean mechanic

Tom Loockx

Tom Loockx

bean mechanic

Bruno Vanneste

Bruno Vanneste

bean mechanic

  • dialogue starter: Zeeland, re-inventing organizations and onsite mechanics

    Rob Leurs
    bean mechanic
  • dialogue starter: marathon, cycling and bottles of wine under 7€

    Koen De Valck
    bean mechanic
  • dialogue starters: surveys and skeenmachine

    Bart Van Langendonck
    bean mechanic
  • dialogue starters: Vietnam and the gin in gin tonic

    Katrien Van Rossom
    bean mechanic
  • dialogue starters: Business model you and parental leave

    Ive Van der Auweraert
    bean mechanic
  • dialogue starters: Start-ups, smart working and good food

    Nathalie Surmont
    bean mechanic
  • dialogue starters: Wirerarchy, Vespa’s and Paris

    Frederic Williquet
    bean mechanic
  • dialogue starters: mountainbiking, Sinutab and tall people

    Jan Bal
    bean mechanic
  • dialogue starters: coffee roasting, Socrates and campfires

    dialogue killers: silly rules and E-cigarettes

    Hans Donckers
    bean mechanic
  • Culture emerges when people start making sense together. And when culture and strategy start reinforcing each other, that’s when the magic happens. Organizations come to us to feed and facilitate the sensemaking dialogue. We love doing it, and we love it when our customers reap the benefits from it.

    Hans Donckers
  • Organizations ask us to help them to create more common understanding, more connection. In their search for common ground, they tend to forget they’re standing on it. We want to re-establish that.

    Jan Bal

Want to know more about our mechanics?

Contact us for a good dialogue

bart@beanmachine.be

M 0498 946 964