At this moment there are five case descriptions available on this site. The first three case-studies describe change as collaborative play. The final two case-studies might be used for self-study or team exercises to work with the play model for organizational change.
You may read or download the case-study by a click on the titles. The case will open in a new window.
Creating context
- Global Alliance for Banking Based on Values
The banking sector is one of the most internationalized services in our world. There is a need to transform these financial institutions into a more sustainable and value-driven business. The Global Alliance for Banking on Values (GABV) is a network of banks from around the world committed to advanced positive change in the banking sector. This case is an example of change as collaborative play in a Global Alliance for Banking based on Values. After a description of the play ambition and the change approach, every play element provides examples and suggestions for starting to play with the model oneself.
- Dutch Police preparing for the future
The model of change as collaborative play is used to answer the question how the Dutch police can transform and be prepared in a global and digital world. Based on this play model for organizational change, the change process in the Dutch police is perceived as a dynamic and continuous process with contributions from all parties involved, including citizens.
- Democracy in the city of Amsterdam
This case-study describes how members of local community associations worked together in a change process to solve problems of democracy and livability in neighborhoods in the city of Amsterdam. The case focuses on the way members of community associations and neighborhood councils differ in their concepts of democracy and created new perspectives for participative democracy in the city of Amsterdam in a process of collaborative change.
- Philips-NXP
This case-study describes how an internal change agent at NXP gets involved in a lean production program. The change process gets blocked through political games and resistance of the employees. The question is what to do to give the change process a new impulse.
- Museum
In this case-study the strategy implementation in a historical museum is held up. Day-to-day problems obstruct a future vision. The administrative body invites an external consultancy to make a diagnosis of the problems and presents a solution how to prepare the museum for the future.