Emino
A merger and an entirely new public funding model—all within five years. Who would not benefit from an outside perspective? Bieke Dobbelaere, then Director of Services at Emino, looked for people who would listen, understand, bring structure and remain flexible. She found them in Benno and Charlotte.
The client
Emino supports people who face barriers in the labour market to find work—and to make it last.
The question
Emino knew that moving from subsidies to competitive tenders would bring significant challenges. The organisation needed to maintain its impact with less funding. Together, we developed a new direction without letting uncertainty erode the passion of its people.
The impact
We worked with a core group, sometimes consulting as many as 30 managers at once, and alternated these sessions with peer-learning discussions in smaller groups. This layered approach gave everyone a place and a voice. Step one focused on change management: how should Emino adapt its operations to the new financial reality, and what would that mean for its existing processes? In step two, we worked with the leadership team to build a new, agile strategy for the future.
In step three, we worked with all managers to define guiding principles that everyone could recognise and support. Once those principles were in place, we could turn confidently to data and results. Alongside its strategy and guiding principles, Emino now has a dashboard for tracking key performance indicators. Its ways of working and processes are designed to respond to a volatile environment.
The challenge
The changes did not wait for a quiet preparation phase: they unfolded while our work was under way. We therefore had to work at two speeds. We responded to immediate challenges while building an organisation capable of absorbing future shocks. That demanded flexibility, pragmatism and sensitivity to the pressure people were feeling. We combined empathy with a stubborn determination to keep moving forward. By rekindling Emino’s original passion and conviction—and combining them with KPIs, data and updated processes—we brought heart and head together.
“It was inspiring to see how Emino’s people stayed connected around their mission and values, even in such a challenging and volatile environment. It was resilience at its finest.
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The collaboration
Emino’s values are our values. What it does in practice reflects what we believe. That common ground shaped our collaboration: everything was rooted in respect for people and a strong commitment to connection. The experience enriched both organisations.
“Their style was exactly right: neither too vague nor too businesslike. A thoughtful balance.”
Lessons from the journey — Bieke Dobbelaere
- Keep the focus and energy that S&L creates alive after the project ends. Continue to drive change and improvement from within.
- Involve everyone in the process, especially when you are worried about how people might react. Bring people to the table early, and you can move forward together.
- Be willing to show vulnerability, including as a manager or member of the leadership team. You do not need to have every answer—and that is all right.
Emino had support of these team members
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