Study programme

Organisation

The ongoing process of interaction with the new experience concept calls for new ways of organisation. In the final term we learn how to manage crucial elements like leadership, individual qualities and communication in an open-minded and non-hierarchical way. Only good organisation leads to future success.

New leadership: What is the best way to lead the new experience and new situation? The experience asks for people with a different mentality.

New business: How to unleash all energy and achieve economic goals.

New organisation: The secret to future success is found in a perfect organisation of the business from the experience perspective.

Output:  Organisation model

Alexander de Vries:
The ongoing process of interaction on the experiental platform requires substantially different ways in which corporations are led, business is managed, and organisational capabilities and structures are developed and utilized. The capability of an organisation to continually renew and re-energize itself asks for leadership that aligns organisational disciplines and is focused on serving the people in the organisation who make the customer experience happen. The new management is about managing relations and stimulating dialogue. Its about creating trust and transparency and focusing on welcoming employees and customers in sharing their ideas. In the final module participants are challenged to integrate all the previous modules in a business transformation plan to demonstrate their new organisation.

Nicolas Ind:
An integral part of imagineering is the connectivity of organisations and consumers. This is also the philosophy of 'Living the Brand'. The argument is that it is the individuals in an organisation, 
through the way they behave and communicate, that build relationships with consumers and other stakeholders and co-create value. The glue that holds this together is the organisational ideology or brand. It is this that creates focus and relevant experiences. Yet the brand cannot be imposed on individuals. The brand should be inspirational, integrating and interesting, but it is always the choice of individuals to decide whether to engage with it or not. Organisations that are 
successful at living the brand tend to be highly participative, open to the outside world and adaptive to the ever changing needs of consumers.

Jan van der Kaaij:
Corporate Social Responsibilty (CSR) renders a company more innovative. Employees are enjoying their work more and are challenged to come up with sustainable ideas. An innovative and engaged employer also attracts better talent. In my view CSR is increasingly becoming an integral part of the core strategy. It is rapidly becoming a condition for successful organizations. CSR is closely related to Imagineering because stakeholders are progressively basing their opinion on the social experience that they have with an organization or a brand.