Day 1

Interesting, viewing Eric and Dori's training. Very Baak-y: reflection, intimacy, honesty, authenticity. Safety. It went a bit awry at the end, but they pulled it out. Polling the participants they seem enthusiastic, but have reservations if this is something they can use. By the end of today, the second day, this should start to land with them.

An interesting measure of the company culture yesterday evening. A "brainstorm session" for the facilitators on "virtual learning." Very fast, incomplete, major assumptions and little processing. Using a "love meter" to rate presentation success with no conclusion. Felt like a game show. What struck me the most was 1) the absence of understanding or experience with virtual learning environments or terminology (or, worse, the entire concept), and 2) a lack of professional L&D jargon (one of many examples: instead of "evaluation" phase of learning, they named it "feedback"). Is it because of the bi-lingual approach (English, but with a heavy French influence)? Processing was left to an artist and a notulist. "What will happen with your summaries?" I asked. "I dunno," the notulist said, "I guess sent in an email." What? Not posted to the intranet? This says a lot.

Cap Gemini University week

I'm here at the Cap Gemini University for the week, evaluating the CTI training method as adapted by Eric Kohner for Ekcosystem. We've been talking about a potential cooperation between Ekcosystem and De Baak for some time now, and this is the first time I will be able to see this method in action. I arrived here at Les Fontaines the corporate training center for CG in Chantilly, France, just outside Paris. Here are a few of my initial observations:

• This is clearly a corporate learning center. There are hundreds of participants here, from all levels. This is "University Week," and the learning is spilling out from the classrooms into the hallways: flip charts and white boards with models and brainstorms. Corporate sayings littering the walls and tying-together themes done up by an artist.
• Eric. What a unique individual. While most are dressed in business casual, he's walking around in baggy jeans and a sweatshirt that was property of the NYPD. He's the embodiment of "good salesmen can sell anything." He's a predator, always moving, like a shark cruising for its next victim, looking for a connection. He's been introducing me around and it's reassuring seeing the Baak reputation spilling over the border. Because of CG's large Dutch presence, there are many Dutch amongst the staff. "Oooh, De Baak!!!" is their consistent reaction. I'll be curious to see him "in action" on Wednesday.
• Recession? What recession? Eric says this is a profit center for CG, but in order to make profits as a learning center you need, as the English say, bums on seats. There's no want for participants here, not as far as I can see.
• Eric introduced me to the head of corporate learning for CG. Eric, being the acquisition beast he is, pushed product. The man said, "Sales. Sales, sales, sales. CG is all about sales training right now." This is a clear market signal: smart companies, at least this one, are looking to expand their market presence.

Alarm has gone off. More later.

9.09.09: "Who Are We: Reflections on Dutch Leadership & Society"

On 9 September 2009 De Baak held "Who Are We: Reflections on Dutch Leadership & Society" at Amsterdam Bright City. It was a lively discussion with many comments, ideas, and opinions about what makes "Dutch Leadership." (see www.whoarewe.nl for more about this evening). There were a number of sub-topics raised during this exchange, some of which would be good to discuss further. Some of these topics I'll post here.

The Art of Leading in China: Entrepreneurship and Corporate Social Responsibility

• Does doing business in China interest you?
• How about Corporate Social Responsbility?

If so, next Tuesday evening, 2 June, 2009, at Pakhuis de Zwijger in Amsterdam might be interesting for you.

De Baak has engaged Mr. Jochum Haakma, the former Consul General of Shanghai, among many other illustrious posts, to speak at our “The Art of Leading in China” series. He is also associated with the NFIA and the NCH, as well as the private sector, and has a good insight into both public and private ventures in China.

See www.debaak.com/theartof for more information.

Dutch bicycles "in" in New York

The latest fashion accessory, especially amongst "recessionistas," is the Dutch bicycle. Another "hype" as reported by the myopic Dutch press? Nope, this time by none other than the authoritative New York Times: http://www.nytimes.com/2009/04/16/fashion/16CODES.html?_r=1&em

Foreigners Still Desired Despite Recession

This article in yesterday's "Financiele Dagblad" (p. 12):

Highly educated personnel from outside the country are still being actively recruited and handsomely rewarded by companies around the world, despite the recession. Under pressure from globalization, improved communication, and inexpensive travel possibilities, the hiring practices for foreign talent are changing. This according to a study by KPMG, which looked at 260 multinationals in 11 different countries.

Roughly 80% of the companies in question said they are seeing an improved labor mobility and can choose from a greater offering of talent. 73% of the companies polled say that the overall quality of their personnel improves as a result.

Three-quarters of the companies is of the opinion that the availiabity of foreign employees helps to create a global attitude within the company.

"The economic turmoil can create the short term possibility of the government calling a hiatus in immigration policy," said Luydert Smit from KPMG Meijburg. The international availability of labor remains an important part of a business' strategic planning.

“Challenge and opportunity always come together . . .

. . . under certain conditions, one could be transformed into the other.”
- Hu Jintao, President, People's Republic of China

China is positioning itself to come back stronger than ever after the crisis:
"The country is using its nearly $600 billion economic stimulus package to make its companies better able to compete in markets at home and abroad, to retrain migrant workers on an immense scale and to rapidly expand subsidies for research and development."

http://www.nytimes.com/2009/03/17/business/worldbusiness/17compete.html

I Dream of . . . Amsterdam?

This op-ed piece by David Brooks in today's NY Times:

The time has finally come, some writers are predicting, when Americans will finally repent. They’ll move back to the urban core. They will ride more bicycles, have smaller homes and tinier fridges and rediscover the joys of dense community — and maybe even superior beer.
America will, in short, finally begin to look a little more like Amsterdam.

What did he say?!!! America looking more like Amsterdam?! Or . . . maybe not. Brooks, rightly so, goes on to explain that Amsterdam does not fit with the cultural values of most Americans: ease and convenience, always moving (outwards), "restless against limits." No, indeed, these are not Dutch values, but that is not to say that Americans couldn't learn a thing or two.

http://www.nytimes.com/2009/02/17/opinion/17brooks.html?_r=1

So much for the ME market . . .

This article in yesterday's paper:

Laid-Off Foreigners Flee as Dubai Spirals Down
With Dubai’s economy in free fall, newspapers have reported that more than 3,000 cars sit abandoned in the parking lot at the Dubai Airport, left by fleeing, debt-ridden foreigners (who could in fact be imprisoned if they failed to pay their bills). Some are said to have maxed-out credit cards inside and notes of apology taped to the windshield.
http://www.nytimes.com/2009/02/12/world/middleeast/12dubai.html?em

Despite Cutbacks, Firms Invest in Developing Leaders

This article in today's Wall Street Journal.
http://online.wsj.com/article/SB123395874246058397.html

FEBRUARY 9, 2009, 4:44 A.M. ET

Companies Renew Focus on Employee Training, Betting That Strong Managers Will Help Through the Recovery
· By DANA MATTIOLI

Despite layoffs and recession-starved budgets, many employers are investing in leadership-development programs, hoping not to be caught short of strong managers when the economy recovers.

Identifying and grooming leaders is important in good times, says Bret Furio, senior vice president of consumer lifestyle for Philips Electronics North America. "In times of crisis when the economy is struggling," he adds, "it's imperative."

Like many companies, Philips Electronics NV is trimming its training budget this year. A December survey of 117 large U.S. companies by Watson Wyatt Worldwide Inc. found 23% of respondents had recently cut training programs, and another 18% planned to do so this year.

But Philips will offer its annual Inspire program for 30 high-potential employees, stressing subjects such as business strategy and personal leadership. Participants are assigned to teams to work on a business project. Mr. Furio reasons that investing in leadership development will help Philips through the recession and the recovery.

In a nod to the tough times, Philips trimmed the budget for Inspire, eliminating one tutor and tapping more employees, rather than outsiders, as trainers. It's holding the program near Seattle and Boston, where Philips has many employees, saving the company transportation costs. Last year, one seminar was held in Huntington Beach, Calif.

Philips is typical of many companies, according to Bersin & Associates, a research firm that studies corporate training. Bersin estimates that companies cut overall training budgets 11% last year and projects another decline this year, based on a recent survey of human-resources executives. President Josh Bersin says the deepest cuts are in training for "soft skills" such as communicating with co-workers and conducting meetings. He says leadership development is taking a growing share of training budgets.

Yaarit Silverstone, global managing director for the organizational-effectiveness practice at consulting firm Accenture Ltd., says the emphasis on leadership development is a departure from the past. Ms. Silverstone says companies historically cut leadership-development programs during downturns, but the moves backfired, prompting midlevel managers and top performers to leave when the economy recovered. Now, she says, executives believe that without capable managers, "their ability to come through [the recession] in a healthy fashion is diminished."

Consider Estée Lauder Cos. The New York cosmetics maker Thursday reported lower sales and profit for the period ended Dec. 31, and said it would eliminate 2,000 jobs over the next two years. But Lauder is continuing its leadership-development programs, albeit more cheaply. Lauder typically sends 120 executives to a two- or three-week summer program at Vassar College. This year, it plans to send 60, for one week. In all its leadership programs, Lauder will emphasize innovation and managing change in volatile business conditions.

The budget cuts are hurting business schools, which say companies are sending fewer employees for executive-education courses and ordering fewer custom programs, which can cost hundreds of thousands of dollars. David Newkirk, CEO of Executive Education for the University of Virginia Darden School of Business, says the school began to feel the downturn early last year, as financial companies deferred decisions. He says few companies have dropped programs completely, but many are delaying custom program enrollment by six months or so as they watch expenses.

But leadership coaches say they're still in demand. Author and consultant Paul Hellman has been expecting a slowdown, but says December was his busiest December ever. Mr. Hellman, president of Express Potential, says employers know employees are less likely to jump ship during the recession, and are exhibiting a "let's make sure people are developed" mentality. He says he sees companies cutting costs by using more Web training than in past years; he hosted four "Webinars" in January, compared with six for all of last year.

That's the case at Canon USA Inc., which launched "Canon Academy" in 2008 to expand leadership development. This year, the camera and office-equipment maker is combining Web tools and instructor-led courses to offer training to more newly promoted managers than in the past. The program will touch on strategic decision-making and influencing employees. "Certainly times are tough, but we recognize that employee development needs to continue," says David Metzger, Canon USA's director of management development.

Some consultants see a renewed focus on leadership development, even at companies that are laying off employees. Patrick Sweeney, executive vice president of Caliper, a Princeton, N.J., management-consulting firm, says companies are trying to grab managers' attention and focus them on "keeping the ship afloat." Mr. Sweeney says much of Caliper's current work is geared toward identifying employees with high potential and developing their leadership skills.

Write to Dana Mattioli at dana.mattioli@wsj.com
Printed in The Wall Street Journal, page B4
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