Skip to main content


(Dutch) Een algemene vergadering online? Oei daar begin ik niet aan.

  De wetgeving evolueert en sinds 24 december 2020 werd de wetgeving voor vzws, ivzws en vereniging van mede-eigenaars aangepast. Het artikel van Scwitch geeft u de hoofdlijnen van deze aanpassing in wetgeving en wat dit concreet betekent voor uw associatie.  Online te vergaderen met een grote groep kan lastig zijn, waardoor velen enkel op het strikte minimum blijven wat nodig is en uitstellen.  Een AV is echter ook het uitgelezen moment om de dynamiek van de associatie te bestendigen.  En ja ook online.  Online vergaderen en zeker bij grote groepen mist een dynamiek, mede door de technische interface en de manier van vergaderen die niet mee geëvolueerd is.  Beroep doen op een online facilitator, die de organisatie ontzorgt op technisch en procesmatig vlak kan de leden volop doen deelnemen aan de inhoud.  Zo wordt zelfs een online AV een participatie moment waar ook de bestuurders volop aan kunnen deelnemen en in hun comfortzone blijven.  Wist je dat een facilitator met de organisatie
Recent posts

Transition de société : arriver à un nouvel équilibre sociétal

Le choc provoqué par la crise du corona virus s'étend et touche d'autres aspects de la société. Le pendulum de Newton nous apprend  qu'il va falloir arriver à un nouvel équilibre et que cela prend un certain temps. Il va falloir envisager une sortie de crise, et oser réfléchir cette sortie, car ne rien faire est également un choix qui mènera à un durcissement et à de la violence. Cette sortie devra nécessairement passer par une réconciliation, un deuil de la période passée. Les modes de pensées et structures existantes malheureusement ne vont que répéter les erreurs du système par compartimentage. Pour arriver à cet nouvel équilibre il faudra faire appel à un processus de dialogue facilité, pour reconnaitre les clé de cohesion de la société déjà existante, mais pas partagée ou reconnue. Un dialogue qui libère la créativité peut avoir lieu pour aider à trouver cet équilibre sociétal et traverser avec bienveillance la période de turbulence des deux années à venir. Plus d'

End of year - blueprint inspirations bundled

 I leave it to the main press to try to make conclusions of 2020, to find the buzzword that catched the atmosphere of a pandemic. I will however draw up some blueprints that I have seen coming up in reflexions on corporate sustainability,on public sector innovartion partnership discussions, on project assignments about smart city, during physical and digital facilitation sessions: - a systemic stress has shown the outdated back-office organisational structure of public sector organisation - there is no fatality: a human approach, and one with a facilitation more than a management posture has proven effective - the financial world has been dematerialised for years; it has been a good wake up call for other sectors to make a catch-up with digital technology so as not to be eaten for lunch - a great reset is in the make, with large economic sectors like cruise shipping industry to evaporate; a 'Treuhand" East German style organisation will emerge to decide what to do with toxic a

Why do sustainable models fail? (webinar and reflexions)

 This article further to 15/12 presentation online Why do sustainable models fail, a presentation online by ass professor Rick Middel.(   In this article  - a small recap - some reflexions - a way forward As a sustainability advisor, I was really curious about this title coming from a Swedish business school.  So I took the time over lunch indeed to listen to it. In essence in 45 minutes, he went over  - a number of definitions of a sustainable business model; - several types of business models: with social, environmental and economical focus; - failure happens in sustainable business models, and this should be taken as a learning lesson. - he finally scratched the surface of the title, explaining that innovation is not easy in a company, and that sometimes one overlooks certain areas because they are more easy to look at. Reflexions: - this was a good recap that explained a difference between an 'normal' and a 'sustainable' business model(

B-model reflexions on peak demand, load balancing and peak demand- the Bpost case

First, let me provide you with the definition of load balancing, I am referring to, it is coming from the electric power grid to avoid crashing of the network during peak demand. There are several techniques on an electric grid  that are used, I will not go into detail.  However I want to make the clear analogy with Bpost/PostNL  current situation, where it is having a peak demand in parcel delivery and is having difficulties to cope with it, and a logic explanation will follow why Bpost reacts the way it is doing. When u have normal electricity usage in an electricity grid this works fine.  The issue comes with peak demands (from industry or from households in winter for example)  where u have the highest cost as a network manager. So you have a lot of costs to manage these loads.  This is also the case for water usage during a world cup soccer half time by the way. In electricity terms, the highest cost is when you have peak demand, as supply falls short.  In case of emergency of pea

Facilitation -

 This autumn follows a series of online events, facilitated by myself.  You can find the series of blogs on the site www.bikenode.Brussels  about organisation model, slow tourism and signage. At this moment, the online community of followers is expanding organically with the growth of interest in biking - twitter bxldotnode 126 followers - facebook channe l 381 likes, and 427 followers; champaign with 500! - blog: some subscriptions  - newsletter over 50 subscriptions

crosspost TOKVIL: Public innovation: the Belgian scene on #govaftershock Belgian day

  What does the Belgian public innovation scene look like? NIDO labs from BOSA, as the contact point for the OECD, organised a session last Tuesday. The aim of the event was to look at different administrations and the way they had coped with Covid-19 and their inroads into innovation. Beforehand the three following questions were taken centrally: - what do we leave behind as habit? - what is no longer usable in the current world and should we better stop? - what do we need to change? - what new innovations should we cherish, but ask adaptations of the organisation? Noted: - inovation and foresight, not easy because of the timeline (often after a political cycle and even an administrative one) - innovation and working togehter with external organisations often practiacl bottlenecks in procurement, budget, internal approval by finance responsible, writing of legislation. - innovation and taxpayers money: are we allowed to do that? (risk - innovation)

crosspost TOKVIL: Public innovation is no longer an option

I am sharing with you this opinion written during the month of public innovation in France #moisdelinnovationpublique The opinion relates a lot what TOKVIL innovation lab is standing for. - learning of new methods like design thinking, co-construction, user centered design; - innovation in the organisation and internal bottlenecks. The article further notes the big game changers : digital and user centricity. In terms of internal public service culture it shows that a risk culture needs to be created: learn to fail and learn from it. This can go trough integrating day to day methods like design thinking, co-construction, user centricity. It is here that a public innovation lab comes in , as a tool to derisk the change in public culture, and integrate the risk element in a by default risk averse environment. Want to know more? Contact info@tokvil.Be

Online conferences: 'Can u hear me? Your MIC is on mute

 The least to say is that the event space is in turmoil due to covid-19: strict travel measures trade fairs and conferences are cancelled. The content and format is moved online and we are in a clear transition phase for the moment. Seems that we are not yet completely there yet in online, mimicking offline experiences in an online world (and it does not match) and at the same time not using to the best the new medium of online in its possibilities to move away from a linear structure to a circular one?  In a longer term the purpose of exhibitions as a trade fair (meeting people, setting up confidence and business)  will need to be re-evalued, also as a lot of things have moved online. So here end of October 2020 my stake as a user. 'can u hear me?' 'your mic is still of' 'I will restart the computer' Invited speakers should not test their audio settings when starting up a conversation;   solution : the organisation needs to have for example a dedicated breakout

Business Value through Societal Impact

 Happy to launch a training and facilitation session with Artsquare Lab in Luxembourg in November 2020.   Why did I create this program? The rapid deterioration of planet earth does not leave much time for business to react, as doing nothing will come at a high cost for humanity, nature and business itself.   Focusing on creating a shared value for society creates business opportunities for companies.  Unlike philanthropy or CSR - the outside in look and shared value does not minimise the effects of business on society but maximises the competitive value of solving social problems for new customers and markets.  At the end it is about creating a lasting positive impact on society through your company activities.  The SDG framework wil be used as a starting point. Te training, 17H SDG's focused program,  is aimed at companies that want to create a positive impact on society and need guidance to start The program will be a mix of content, method and tasks.  The facilitator team will

Brussels donut economy

 I picked up the doughnut economics book at the airport of Copenhagen a few years ago. It took me some time to understand and digest the reading.  Basically Kate Raworth is showing that the underlying assumptions of our current economic models based on growth are flawed. Instead she refers to an economy that needs to develop within the borders of human dignity (inner circle) and planetary boundaries (outer circle); Tha'ts how she came up with the model dubbed doughnut economics.   There is a link with SDGS, but the basic change is SDG8, where Kate refutes the word growth as it has been eating up the planet multiple times and has put strain on human dignity. Some innovative cities have started last year to work with her team, to start introducing the donut principles in their own city, eg Amsterdam .  This donut coalition so far focuses on citizen involvement and looks at moving local economy from a linear to a circular one.  The complete model is explained here I have witnessed t

9/10 launch TOKVIL public innovation lab Brussels

After several months of online activity, TOKVIL public innovation lab is happy to announce it has found a spot to tet out physical workshops.  The temporary space 1,5 at CCN North Station. The launch of activities is foreseen on 9/10 at 12H30 For organisational reasons do not forget to register here   What will it be about? The lab aims to provide a safe space for innovation for the public services, linked to societal transition; this thanks to facilitation by knowledgeable partners, designers and proces facilitators. Het overheidsinnovatielab TOKVIL biedt een veilige omgeving voor interne overheidsinnovatie met maatschappelijke relevantie dankzij begeleiding door domein experten, designers en procesfacilitatoren. Le laboratoire d’innovation publique TOKVIL propose un environnement cocon d’innovation interne de service public lié à la transition sociétale, grâce à un accompagnement par des experts métier, designers et facilitateurs du processus.

crosspost tokvil.Be - we have a Federal Government !

 T here is a Government, a Belgian government. After a quick read of the governmental declaration , here what I have found that is relevant for the digital and societal transition. The transition can be found in different aspects: - the public services reform and need to become more horizontal and digital; a focus on health and justice - ecological transition - democratic transition with increased forms of citizen involvement - openess to new forms of organisation like cooperativ es, entreprise libérée 1. public services the COVID19 was an eyeopener it seems on the inadequacy of the organisation of public services. An important chapter looks at health and social security reform that I will not detail here. In terms of administrative improvements, a serious effor will take place to rationalise administative structures (fusion, work on horizontal alignment, new budgets,...) The word 'hackaton' is used to look at ways to improve health services. The government (note : finally) r