Organisational learning

From quick fix to continuous learning
Organisational learning responsibles repeatedly tell us that permanent education is top of their agenda. That developing collective competence is key to creating - and maintaining - competitive advantage. That existing best practice and experience must be better captured, replicated, developed.

And yet. Too often, their efforts are frustrated by the very organisations they seek to serve. Great plans end up as short-term fixes – initiatives to close urgent gaps. Deployment fails, or is ad hoc. Why?

The problem of trade-offs – 6 examples
One reason lies in the wicked dilemmas that inhabit the organisational learning environment. Here are some frequently-mentioned ones  - sources of trade-offs and sacrifices:

  1. A one-off pressure to fix, versus a continuous learning ambition
  2. Cost-cutting programmes, versus investment plans
  3. Corporate imperatives, versus individual  requests
  4. Locally specific interests/vendors, versus internationally consistent core programmes
  5. Technical, ‘hard’ skills proficiency, versus behavioural ‘soft skills’ exemplarity or mindset changes
  6. Make versus buy decisions for training and development

These perspectives need not conflict. They can be reconciled in innovative ways. How?

What do we propose? The best of both worlds
Krauthammer works with clients of all sizes, at local and international level, in helping mobilise, design, and deploy learning pipelines.  Replacing dilemmas with sustainable solutions. We offer:

  • Insightful commonsense. A team of learning designers, trainers and coaches skilled in making sense of complex organisational learning needs. Sparring with you to create pragmatic, cost-effective solutions. Integrating short and long term imperatives.
  • Corporate programmes for individuals. These meet the highest strategic agenda and the related development of collective capability. Yet they also contain learning platforms for individual development needs. Giving space for teams and employees to practice, adapt and adopt.
  • A ‘glocal ‘team. Our fully integrated international teams deliver at local and international level. All members are skilled at reconciling the micro and macro perspectives involved.
  • Borderless content. Krauthammer offer a bank of training modules for leadership,management and salesforce development. All have been  tested and validated by learning populations all over the world. Refined to capture the common thread that goes beyond borders.  Modules can be elegantly adapted to your specific cultural, sectoral, or technical needs.
  • A distinct specialism. Krauthammer people are specialists in knowledge transfer and behaviour change. Clear about our craft, we confidently interact with technical and academic colleagues. Bridging the knowing-doing gap.
  • A stage for all players. Partnerships drive knowledge creation and transfer. We help you put the right practitioners in the right place at the right time.  Whether in-house or externally sourced.
  • A one-stop platform for development. Lifelong learning lies at the heart of Krauthammer culture. Since 1971 this has been assured through Krauthammer University – increasingly acting as a faculty for clients to implement their own learning operations. For example, our Train the Trainer and Facilitator programmes are engineered to bring out the best in your own training teams.


Streamlining your organisational learning – 3 conceptual levels
At what stage is your organisational learning today? What is its key objective in the short, medium and long-term? Our grid proposes three levels. It can help you to position your activities and ambitions. The role of Krauthammer is to act as your sparring partner, to help you optimise your activities and reach your ambitions.



Operational stage

Tactical stage

Strategic stage

Learning centre as…





Training department

Training department/knowledge exchange platform

Knowledge factory/innovation centre

Key role

Structuring training programmes

Linking training to firm’s strategy

Creating strategic knowledge base

Key objective


Corporate citizenship

Competitive advantage (securing, creating)

Relationship to strategy

Indirect and reactive

Direct and reactive

Direct and proactive

Main activities

Bundling corporate education activities

Making knowledge productive, deriving corporate learning from strategy

Shaping and realising strategy through learning and research


Streamlining your organisational learning – 5 framing questions

  • What kind of knowledge does your organisation need, to realise its business objectives? Within the dynamic context of its specific business environment?
    • Now and in the future?
    • For what target audiences?
    • With what desired benefits?
  • How should its knowledge and skills be transferred to employees?
  • How can it organise the exchange of critical knowledge, including reinforcing the desired culture and corporate citizenship?
  • How can it organise the creation of new knowledge?
  • Which organisational conditions are needed to facilitate knowledge creation, exchange and transfer?

Before acting, we will establish the answers to these questions together.

Assuring your organisational learning - 3 steps to success
Once your organisational learning needs are framed, using the questions above, we can translate these into the design, transfer and roll-out of your customised solution. We suggest three stages of co-creation. Design, transfer/facilitation and rollout/deployment.


The learning path with a blend of interventions for establishing the future mindset, skill set and toolset


Train the trainer programmes, qualification and quality assurance


Roll-out and deploy
Programme delivery, coaching, localisation  and (international) roll out

  • Design framework setting (context, competencies, roles, etc)
  • Learning path
  • Transfer/application process & objectives
  • Blend of interventions, best practice modules
  • Sustainability measures
  • Scenarios and business cases
  • Programme material
  • Team coordination
    • Co-creation team
    • Modus Operandi
    • Internal faculty
    • External faculty
    • Mgt/ project group
  • Dry runs/ quality gate planning


  • Train the trainer programmes
  • Information packs
    • Scenario
    • Manuals
    • Slide packs
    • Customised material
    • Client cases
    • Co-designed modules
  • Investment-cost breakdown
  • Management information


  • Implementation plan
    • Big Bang
    • Gradual
    • Pilot/dry run
  • Krauthammer / faculty facilitator and quality checks
    • Trainers
    • Coaches
    • Other roles
  • External faculty coordination   & training
    • Sub contractors
    • Partners
    • Alumni
  • Project management and management information
  • Learning solutions for    standard questions
  • Identify improvement opportunities/change projects



All assured through Krauthammer University

3 crafts
Our core crafts of training and its design, coaching and consulting will all be integrated into a logical learning architecture, blending with e-learning as appropriate.

3 practice areas, 3 core curricula
The following key populations are addressed. To find out more, click on the links.

  • Leaders and managers – assuring robust leadership
  • Salesforces – value-based solution selling and relationship management
  • Trainers and facilitators – generic and programme-specific skills


Krauthammer University, founded 1971– the platform for knowledge transfer, exchange and co-creation,

  • Boarding - new colleagues, initial education
  • Developing - our strategy, people, quality assurance
  • Exchanging - with specialists, strategic partners, clients


Lifelong learning lies at the heart of Krauthammer’s culture. 10% of our turnover is devoted to our own permanent education. Krauthammer University is your guarantee of international design and delivery above norm. Our seal of quality to maximise your return on investment.

After an intensive first two years and up to 100 days of formal training at Krauthammer University, Krauthammer consultants are continously trained throughout their career with us, joining Krauthammer University sessions four times a year.

Running in Zeist, Holland, and Brussels, Belgium, Krauthammer University welcomes clients from all over the world. It is their platform to prepare upcoming programmes with us and to  train their own trainers in a consistent, proven methodology. With clear and impactful didactics. In a spirit of open collaboration and positive confrontation.

Krauthammer partners with business schools and universities and invites visiting lecturers. Either delivering to university staff or conducting research. Our own research explores trends in organisational, management and sales behaviour. Business schools and universities with whom we have co-published in the past 3 years include:

  • Rotterdam School of Management, Erasmus University, Rotterdam,
  • The University of Amsterdam
  • The Groupe ESC Clermont Graduate School of Management
  • Université Paris Descartes


Business case
StoraEnso – bringing a sales academy to life
As part of wider efforts to create a more performance-oriented culture, StoraEnso decided to improve the sales capabilities of StoraEnso Timer – its wood products division. Programmes were needed for Sales Managers and Market Area Directors worldwide.

The objectives? To create a common sales language, to improve sales capabilities and offer valuable development opportunities. After tailor-made analyses of user group needs, Krauthammer designed the first modules for the Academy. It then assembled an international team of trainers. They were selected for their fit with StoraEnso’s culture and their English-language proficiency. To ensure consistency and regular feedback, the trainers and StoraEnso representatives would meet every few months at Krauthammer University, the company’s own internal training and development facility. Some 60 Sales Managers and 13 Market Area Directors were trained. The programmes were delivered in Japan, Australia, Austria, Germany, Sweden, Estonia, Latvia, France and the UK.

Click here to read the full case study.

Assuring impact, optimising resources – 6 test questions for Krauthammer
6 questions can help you benchmark organisational learning partners. We understand how crucial it is to maximise impact, getting it right first time. This means minimising corrections, revisions, and wastage. Do test us! Ask:

  • Philosophy – what are your driving principles? How will you challenge me, helping me uncover my true needs? How pragmatic are your solutions? How do you ensure the transfer of learning into action? What is the fit with our culture? With the profiles and learning styles of our participants?
  • Impact measurement – how will you set and meet measurement criteria, impact level agreements, return on investment?
  • Delivery – how will you engineer a complex and multi-dimensional intervention, ensuring consistency? How will you put the right trainers in the right place, in seniority and specialism? How solid are your external partner networks? What quality control mechanisms? How rigorous is the training and coaching of your own trainers and coaches? Finally, how will you help get the commitment of our key stakeholders?
  • Customisation – what is the fit with my specific challenge/sector? A ‘one size fits all’ approach or a best-practice application of ‘what works for me? What learning content is available for me today, how solid is it, how adaptable?
  • Symbiosis – how will you integrate new solutions with my existing ones? How well do you work with my other partners, or help me streamline these? Will you bring out the best in my key players or try to ‘steal the show’?
  • Risk – what is your track record, your financial security? What is your back-up system in case of emergency?


The combination of these factors is your best guarantee of success.


Searching questions, final drops
How many of your leaders of tomorrow are already amongst your managers and operational staff of today? For other ‘unsung heros’, how motivating, to be identified and trained as an organisational teacher? For their exemplarity to be captured and replicated?

How many of your current leaders believe they have nothing left to learn? How many reached the top on the basis of what they achieved, rather than the way they helped others achieve? Thanks to technical aptitude rather than true leadership talent?

Finally, how often does your organisation attract valuable new talent, only to see it degrade - or quit - too soon? How often do great educational initiatives die in the cradle and poor ones mysteriously remain?

Obvious questions? The answers are less so. Let us find them together.

Further reading and resources
Economist Intelligence Unit, March 2009, 'the role of HR in uncertain times'
Economist Intelligence Unit, Global Disruptors: steering through the storms” October 2008.
Economist Intelligence Unit, ‘CEO Briefing’ – corporate priorities for 2007 and beyond, January 2007
McKinsey Global Survey, November 2007
NIDAP - 'Bedrijfsopleidingen & -Trainingen onderzoek 2008-2009
Key Note Market Report, 'Training 2008'
ASTD (American Society for Training and Development) - State of the Industry Report 2009

Haven’t found what you were looking for?
Click to find out more about Krauthammer’s individual learning solutions or to launch a major change programme.


Každý nový manažer velmi rychle zjistí, že v managementu je velmi těžké dělat „všechno“ správně. Letošní zpráva o manažerských postupech a přístupu zaměstnanců tzv. Krauthammer Observatory, to jen potvrzuje.


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