House of Technology
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programmanagement
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boundarycrossing
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interdisciplinary
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networkmanagement
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newpublicgovernance
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technology
Through collaboration between education, government and industry, building on sustainable growth in Zeeland's tech sector, with a focus on innovation, inclusiveness and responsive governance.
The programme comprised two core tasks: developing a Business Plan for the House of Technology and implementing TechforAll Zeeland, which established a revamped organisational structure and governance to promote engineering and technological skills in Zeeland. The programme was a key project to strengthen the technical labour market in Zeeland and promote regional cooperation.
2019 - 2021
The programme began in late 2019 with the development of the business plan for the House of Technology, which was finalised in May 2020; followed by the TechforAll Zeeland project that followed in 2021. On May 2021, the final analysis report was presented to the Daily Board and the General Board of the House of Technology, with the aim of implementing a new cooperation structure.
My role within this programme was multifaceted. As Strategic Advisor and Facilitator, I took care of the design and coordination of the research process and preparation of the business plan, as well as facilitating sessions with stakeholders from education, government and industry. This involved paying close attention to creating support and ensuring participation of all stakeholders. I also led the development of strategies for renewing the organisation, using stakeholder input to develop a shared vision. Together with my programme team, I was responsible for coordinating the entire process, including presenting the findings to the Governing Council.
The programme aimed to strengthen the technical sector in Zeeland through two crucial components: the preparation of a multi-year business plan for the House of Technology, which would improve cooperation between education and the technical labour market, and the creation of a renewed organisational structure, TechforAll Zeeland, to support the promotion of engineering and technological skills.
One of my main responsibilities was to lead the analysis report that made recommendations for a revamped organisational structure and governance. Among other things, the report recommended retaining the strengths of the existing House of Engineering, while modernising where necessary. Existing activities that no longer had support should be discontinued, while new projects were developed to better reflect current needs. In addition, I developed the strategy for the future organisational structure, focusing on the involvement of all stakeholders, both in their financial contributions and in their active participation in programme work and concrete projects.
During programme implementation, there was a strong focus on the equal involvement of all parties, so that every voice was heard and every contribution counted. Stakeholders were given the space to take responsibility themselves and actively contribute to the development of solutions. This required initiative and commitment from the participants, representing not only their own interests but also those of the collective. This created a shared sense of ownership and direction, which was essential for the implementation of the programme.
In addition, hard work was done to build trust between the different parties. This was done through open communication and regular coordination, where everyone could share their concerns and ideas. Shared trust ensured that cooperation became stronger and that the parties supported each other in achieving the goals. The willingness to take risks and embrace new ideas allowed for flexibility and innovation, even when not everything was immediately successful. This open climate helped the organisation adapt quickly to changing circumstances.
Transparency in decision-making was another important principle. Those involved ensured that all decisions were made in a fair manner, taking into account the interests of all parties. This approach ensured a shared trust in the process and made it possible to create sustainable partnerships beyond the duration of the programme.
The programme led to several concrete and valuable results. First, the business plan for the period 2021-2025 was successfully developed, setting out the strategic choices for the future of the House of Engineering. It recommended that the revamped organisation be given a flexible network structure based on sociocratic governance. This would ensure that the organisation could operate more agile and responsive, leading to more effective solutions for the engineering sector. The aim was to respond faster to changes within the sector through more structured and inclusive decision-making.
In addition, the organisation was advised to operate in different geographical areas within Zeeland, with an active presence on the three islands of Zeeland. This would bring the organisation closer to its target groups - such as schoolchildren and businesses - which would increase engagement and visibility. This approach was supported by a differentiated approach based on the 3-Horizon model, which focuses on both immediate and long-term solutions. This model provides for the creation and coherence of FieldLabs, Living Labs, SatelliteLabs and other innovative hubs where scholars and businesses can collaborate.
Another key outcome was the emphasis on strengthening continuous learning lines and interdisciplinarity in the engineering sector. This meant creating closer cooperation between different educational institutions (vo, mbo, hbo) and companies, allowing pupils and students to be introduced to technical fields from an early age and to grow in them. The idea was that this approach would not only reduce the shortage of technical staff, but also improve the connection between education and the labour market and social impact.
In addition, the programme focused on further building a community of engineering ambassadors. These ambassadors, drawn from companies and schools, would be actively involved in promoting engineering among young people. This resulted in wider awareness and appreciation of technical professions, and motivated young people to choose technical courses and careers.
Finally, the programme focused on developing a sustainable financial model, in which financial contributions were shared equally among the participating parties. This model focused on the long term, with a programme budget based on a social cost-benefit analysis, which provided a solid financial basis for the organisation's continued growth
The key learning points from the partners were that effective collaboration and a strong network structure are essential for the long-term success of tech promotion in Zeeland. The programme emphasised that agility and dynamism are crucial to respond to rapid technological change. It also revealed that a widely shared vision, combined with clear strategic choices, was essential to ensure a successful future for the engineering sector. The recommendation to ask for financial contributions from all stakeholders helped create commitment and ownership, which laid the foundation for sustainable cooperation.
- Gained insight into effective collaboration within a network structure: Partners gained a better understanding of how to operate autonomously within their own domain, while remaining connected to the bigger picture. This ensured improved alignment and agility within the organisation.
-Action perspectives gained in stakeholder management: The partners developed new ways of actively listening to and making connections between different stakeholders. This ensured broad ownership and commitment to the common goal.
-Insights gained into innovative project management methods: Partners learnt how to plan and implement projects flexibly and efficiently within a sociocratic governance model, focusing on fast decision-making and adaptability.
-Action perspectives gained in communication and technology promotion: Partners gained new perspectives on how to effectively tell stories and use engineering ambassadors to inspire young people to pursue a career in engineering.
-Insight gained into financial strategising: The development of a sustainable financial model gave partners a better understanding of how to secure long-term funding and balance contributions based on social cost-benefit analyses.
The content of the analysis and advisory assignment was confidential and provided to the General and Executive Board of the House of Technology, which included representatives from education, industry and governments. This report, which set out strategic recommendations and advice, was based on in-depth interviews with stakeholders and a SWOT analysis of the existing structures within the technical sector in Zeeland. The analysis report then formed a crucial part of the deliberations within the administrative policy and decision-making process.
Based on this report, titled ‘Analysis report into the underpinnings to arrive at a renewed organisation to promote technology in Zeeland’, a profile and assignment for a quartermaster were drawn up, which I worked on together with a delegation from the board. The quartermaster was given the task of further shaping the substantive and organisational development of the renewed cooperation. Although the report itself remained confidential, the conclusions and recommendations were the basis for the board decision to realise the renewed cooperation.
Documents such as the business plan and analysis report can be formally included as references for my portfolio as they contain important strategic insights. References can additionally be provided by the management of the House of Technology and the members of the General Board, who were closely involved in the implementation and decision-making based on our report. These references provide a full picture of the process and managerial impact of the recommendations that led to the further development of the organisation.
