Crossphase (Q4007373): Difference between revisions
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(Changed label, description and/or aliases in en: Setting new description) |
(Changed label, description and/or aliases in en, and other parts: Adding English translations) |
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Crossphase | |||||||||||||||
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Crossphase is an ambitious and ‘unusually entrepreneurial’ company (website content). While shaping their new challenge — to operate outside the national borders and make the difference — there was a discrepancy between the hard and soft side of organisational development ‘in the background’. The ‘photo of the future’ (hard) was crystal clear... but on the ‘soft questions’ we remained guilty of the answer: • How do we train the (future) employee in our unique way of working? After all, the ‘tea bags effect’ is lurking. • How do we learn to respond appropriately to cultural differences? A necessary skill if you want to become a market leader. • How do we forge close connections between the different ‘countries’? If we succeed, we have enormous knowledge potential. But how do we ensure that knowledge sharing and multiplication will occur ‘as by itself’? • How do we put in place a common (personal) leadership concept that helps everyone understand each other better? For Babylonian speech confusion is lurking. The aim of the Crossphase Training House is to provide an integral answer to the substantive, procedural and cooperation issues arising from this. (English) | |||||||||||||||
| Property / summary: Crossphase is an ambitious and ‘unusually entrepreneurial’ company (website content). While shaping their new challenge — to operate outside the national borders and make the difference — there was a discrepancy between the hard and soft side of organisational development ‘in the background’. The ‘photo of the future’ (hard) was crystal clear... but on the ‘soft questions’ we remained guilty of the answer: • How do we train the (future) employee in our unique way of working? After all, the ‘tea bags effect’ is lurking. • How do we learn to respond appropriately to cultural differences? A necessary skill if you want to become a market leader. • How do we forge close connections between the different ‘countries’? If we succeed, we have enormous knowledge potential. But how do we ensure that knowledge sharing and multiplication will occur ‘as by itself’? • How do we put in place a common (personal) leadership concept that helps everyone understand each other better? For Babylonian speech confusion is lurking. The aim of the Crossphase Training House is to provide an integral answer to the substantive, procedural and cooperation issues arising from this. (English) / rank | |||||||||||||||
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| Property / summary: Crossphase is an ambitious and ‘unusually entrepreneurial’ company (website content). While shaping their new challenge — to operate outside the national borders and make the difference — there was a discrepancy between the hard and soft side of organisational development ‘in the background’. The ‘photo of the future’ (hard) was crystal clear... but on the ‘soft questions’ we remained guilty of the answer: • How do we train the (future) employee in our unique way of working? After all, the ‘tea bags effect’ is lurking. • How do we learn to respond appropriately to cultural differences? A necessary skill if you want to become a market leader. • How do we forge close connections between the different ‘countries’? If we succeed, we have enormous knowledge potential. But how do we ensure that knowledge sharing and multiplication will occur ‘as by itself’? • How do we put in place a common (personal) leadership concept that helps everyone understand each other better? For Babylonian speech confusion is lurking. The aim of the Crossphase Training House is to provide an integral answer to the substantive, procedural and cooperation issues arising from this. (English) / qualifier | |||||||||||||||
point in time: 16 January 2022
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Revision as of 08:33, 16 January 2022
Project Q4007373 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Crossphase |
Project Q4007373 in Netherlands |
Statements
31 December 1999
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31 December 1999
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Crossphase
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2318BW
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Crossphase is een ambitieus en ‘ongewoon ondernemend’ bedrijf (websitecontent). Tijdens het vormgeven van hun nieuwe uitdaging -buiten de landsgrenzen te opereren en er het verschil te maken- werd er ‘op de achtergrond’ een disbalans zichtbaar tussen de harde- en zachte kant van organisatieontwikkeling. De ‘foto van de toekomst’ (hard) was glashelder ... maar op de ‘zachte vragen’ bleven we het antwoord schuldig: • Hoe leiden we de (toekomstige) medewerker op in onze unieke werkwijze? Het ‘theezakjes-effect’ ligt immers op de loer. • Hoe leren we passend te reageren op cultuurverschillen? Een noodzakelijke vaardigheid als je marktleider wilt worden. • Hoe smeden we hechte verbindingen tussen de verschillende ‘landen’? Als we slagen, bezitten we een enorm kennispotentieel. Maar hoe zorgen we er voor dat er kennisdeling en vermeerdering ‘als vanzelf’ gaat optreden? • Hoe brengen we een gemeenschappelijk (persoonlijk) leiderschapsconcept aan waardoor iedereen elkaar beter gaat verstaan? Want Babylonische spraakverwarring ligt immers op de loer. Het Crossphase-opleidingshuis heeft als doel een integraal antwoord te geven op de inhoudelijke-, procedurele-, en samenwerkingsvraagstukken die hieruit voortvloeien. (Dutch)
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Crossphase is an ambitious and ‘unusually entrepreneurial’ company (website content). While shaping their new challenge — to operate outside the national borders and make the difference — there was a discrepancy between the hard and soft side of organisational development ‘in the background’. The ‘photo of the future’ (hard) was crystal clear... but on the ‘soft questions’ we remained guilty of the answer: • How do we train the (future) employee in our unique way of working? After all, the ‘tea bags effect’ is lurking. • How do we learn to respond appropriately to cultural differences? A necessary skill if you want to become a market leader. • How do we forge close connections between the different ‘countries’? If we succeed, we have enormous knowledge potential. But how do we ensure that knowledge sharing and multiplication will occur ‘as by itself’? • How do we put in place a common (personal) leadership concept that helps everyone understand each other better? For Babylonian speech confusion is lurking. The aim of the Crossphase Training House is to provide an integral answer to the substantive, procedural and cooperation issues arising from this. (English)
16 January 2022
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Identifiers
2016EUSF2011568
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