Compaan vzw
After Covid, an unsuccessful tender bid and changes in its recurring income, Compaan needed to pause, reflect and move forward. A breath of fresh air and renewed momentum were high on its wish list. Enter Julie and Koen.
The client
Compaan is a social enterprise that helps people whose talents are too often overlooked to develop their potential and move into sustainable employment.
The question
Compaan needed a new strategy: a compass that would allow it to navigate the future with confidence. To remain resilient in a changing environment, it needed sharper positioning and a more focused service offering.
Early in the process, it also became clear that Compaan needed to revisit and refine its fundamental purpose. The organisation’s ‘why’ had to be expressed in plain language and become part of everyone’s everyday vocabulary again.
The process and its impact
During the early stages, we could feel the tension between paralysis and individual commitment. Focusing on each participant’s motivation, while also considering the external context—market movements and trends, developments within the sector and macroeconomic policy—showed us a clear way out of the inertia.
The biggest breakthrough came from taking a deep dive into Compaan’s client segments, service offering and business model. That was where its future challenges became clear.
Based on its strategy and financial position, Compaan is now moving towards a revised service offering, a redesigned organisational structure and stronger partnerships.
Its priorities now include effective project monitoring, a clearer framework for innovation and regular course corrections informed by the right impact and financial indicators. That is the foundation for sustainable innovation.
The challenge
Getting everyone on the same page—or, more importantly, moving in the same direction—is never guaranteed, even at Compaan.
An outside-in approach makes it easier to uncover blind spots and develop a shared understanding of reality. That approach is now paying off. Objectivity and reliable data are also essential if the organisation is to evaluate progress, make informed trade-offs and prevent innovation and impact from falling out of balance.
“It was inspiring to see an organisation that had become stuck begin moving towards a dynamic future — one built on clarity and a shared sense of why.
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The collaboration
Despite major upheaval—including changes in leadership and financial management—Compaan proved to be a resilient and deeply committed partner.
Several people stepped forward during the more chaotic phase, and their determination was infectious. That commitment is now shared across the organisation, and Compaan is ready to move forward again.
“With S&L’s guidance, we bring in the expertise we need. Even when you know what needs to be done, it is difficult to navigate this kind of process alone.
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Three tips from Liesbet Vercamer
- Keep believing in your project. Be honest about what you cannot do alone and do not be afraid to ask for help.
- When in doubt, do not rush your decision. Give it more time and discussion. Trust the process.
- Stick to the plan. When day-to-day pressures threaten to take over, return to your plan and use it to guide your next steps.
Does this case appeal to you?
We would be happy to discuss your organisation’s specific needs. Two of our consultants will meet with you to explore your request and develop an initial proposal. Based on your feedback and further co-creation, we will then prepare a final proposal.
