Ithaka vzw
The client
Ithaka coaches people who have, or may have, a disability, helping them participate in and contribute to society.
The question
Not every assignment needs to run for months. Ithaka asked us for a short, intensive process to shape and embed its new strategy. Before the two-day programme began, Peter Depauw and Siska Van Houtte worked through a substantial body of information and held an online session with the director. This allowed them to understand where progress had stalled, what Ithaka needed and what it expected from the process. That preparation meant we could work at full pace from the very first day. On day one, the full board came together to rethink the strategy. On day two, the whole team tested it against its day-to-day reality.
The impact
How do you sense where the energy lies and where there is resistance? How do you help people bring a strategy to life? Over two days, we worked to align the board’s strategic direction with day-to-day reality. Ithaka is a small organisation in which relatively few people carry a wide range of responsibilities and roles. That makes focus essential—in both the strategy and the team. Our motto was “less is more”: one day with the board, one day with the team, then straight back to the work that matters.
The challenge
The preparation was intensive, but essential to achieving a high-quality result in so little time. It also made the process somewhat unusual: information and advice moved from the outside in. More often, our work moves from the inside out, with organisations generating more of the insights and strategic choices themselves. For Ithaka’s specific question and needs, however, this outside-in approach was exactly right.
The collaboration
At Ithaka, nothing stands still. Since the programme, the organisation has already adjusted its priorities while keeping the overall objective in sight and embracing agility. The follow-up tools we provided help Ithaka measure progress, review its strategy regularly and assess the work objectively. Limited time or resources are not reasons to avoid strategic thinking. Short, focused programmes can work—and their effects can last. Another positive sign is that Ithaka continues to make full use of our free webinars, articles and sessions.
“You cannot change the direction of the wind, but you can adjust your sails.”
Advice from Liesbet
- It was valuable to have people from outside the organisation look at how we work—people with experience of strategy and organisational structures. For me, it was particularly useful to explore different ways of keeping all those plates spinning: changing how we communicate and consult, and working with a core team. Having a clear point of contact for each area provides support and clarity for everyone.
- A strategy needs broad support—we want everyone on board—but it also needs to be clear and visual. Ours sets out the main direction while remaining flexible enough to adapt. We did not want to spend a year developing it, because we needed to move forward. This showed us that strategy can also be developed quickly and with real focus.
- Because we feel that you understand our organisation, it is easier to come back to you for support, training or simply a conversation—for example, when we need help seeing the wood for the trees.
Ithaka vzw had support of these team members
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.
