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