Hackathon Success Formula: Pressure Cooking for Essent

200 bright and talented master students from the Marketing Strategy & Innovation course at Maastricht University School of Business and Economics joined forces for 7 weeks and worked in 39 teams to provide outside-in, innovative ideas and solutions for one company: energy supplier Essent and E.On.

The teams were guided in a digital innovation sprint of 7 weeks, based on design thinking and coached by innovation trainers from UMIO’s Service Science Factory (SSF) and with live coaching moments with Essent professionals, resulting in a super powerful cocreation and explosion of fruitful ideas.

Click here to see the ideas of the 39 student teams, wrapped in video pitches and one-page summaries.

Stephan Segbers (COO Essent): “For me personally, it was not only a lot of fun but also very insightful. I am impressed by the quality of the pitches created and the digital skills exhibited.”

Accelerating Innovation

“A hackathon provides a powerful, co-creative means to accelerate innovation. Where businesses benefit hugely from the brainpower of 200 bright master students, their fresh thinking and outside-in perspective. The power pitches the teams prepared to convey their ideas to the company are very powerful and are captured in the idea vault in a webpage. This way the company can easily share the students’ output among colleagues and really build on the ideas of the various teams”, says Sabine Janssen, Head of UMIO’s Service Science Factory. SSF coordinated this hackathon and embedded it in the Strategic Marketing Master programme of Maastricht University School of Business and Economics.

Taking the next step

Interested to find out more about the power of hackathons? Check out this video or contact our colleagues at the Service Science Factory.

Online hackathon helps companies move forward

Small and medium-sized enterprises (SMEs) in Limburg are hit hard by the corona crisis. UMIO|Maastricht University came to the rescue of entrepreneurs by organising an online hackathon in collaboration with MKB-Limburg, the association for SMEs in Limburg. An army of 118 talented and creative master’s students from Maastricht University searched for viable innovative solutions for companies in the event sector (MECC Maastricht), tourism (Maastricht Marketing) and retail (Riviera Retro).

“A hackathon provides a means to accelerate innovation”, says Sabine Janssen. As head of UMIO’s Service Science Factory (SSF) she coordinated the online hackathon. “A hackathon is a design sprint in which solutions are found for business challenges with co-creation. That makes a hackathon ideal for helping companies during the corona crisis, but certainly also for the period after that. After all, many companies need an adapted business model to survive in the post-corona era.”

Interesting and accessible challenges

In the beginning of April, entrepreneurs could submit their business challenge via the MKB-Limburg Ondernemersplatform (platform for entrepreneurs). The hackathon organisation then selected three broadly supported challenges in the events, tourism and retail sector. Janssen: “Within those sectors, the challenges of MECC Maastricht, Maastricht Marketing and Riviera Retro proved to be the most suitable, because of the added value of students’ perspectives. They can easily relate to the relevant contexts and see many best practice cases around them.”

Design thinking

Spread over 24 teams, the 118 master’s students started on 22 April with the preparations for the hackathon, which took place a week later. How has the sector been affected? Who is the customer? What are the main needs and challenges of the organisation and the customer? These and other questions were examined in this preparatory phase. For each challenge, the students had to develop a customer-oriented and practical solution with the main question ‘How can we let business flourish again, during and after the relaxation of the lockdown, if the one and a half meter economy is the new reality?’

“During the hackathon day, the students worked according to the design thinking methodology”, Janssen explains. “This methodology helps to approach challenges from the perspective of the customer and the perspective of the organisation. The students also looked at the challenge through glasses of opportunity. How could the business model be adapted so that the company emerges from this crisis better, stronger and faster? Fresh, innovative and practical ideas were further specified and co-created with the challenge owners. The students were supervised online by five coaches from the Service Science Factory (SSF) and two marketing teachers from Maastricht University’s School of Business and Economics (SBE). In addition, the students could enter into a 1-on-1 conversation with the challenge owners in the afternoon, so that they could validate their assumptions and solutions and build on a solution together with the owners.”

Sabine Janssen at work during the hackathon day.

Many innovative solutions

After the hackathon day, the students had a week to concretise their solutions based on the input of the challenge owners and to work on the storytelling of their pitch. After the presentations, the so-called student vote took place whereby the teams could vote among themselves on the different solutions. This resulted in a top two in each category. All entrepreneurs of MKB-Limburg and friends of UMIO could then vote on these solutions, which led to one winning idea per category.

The hackathon organisation and the challenge owners were impressed by the many innovative solutions that were submitted. The challenge of manager Jop Thissen of MECC Maastricht was to organise an attractive Limburg Leads event after the summer, despite all the limitations of the one and a half meter society. “One of the proposed solutions was to develop an app with which you can already link the entrepreneurs based on their interests”, says Thissen. “As a result, they will start looking for each other instead of just walking around in the hall. You can also indicate in the app where it is busy and where you should stay away for a while. A walking route like in IKEA was also a very good idea. Everyone can imagine that. But the most original idea was the goody bag. You hand them out upon entry. This includes, for example, a hand soap with logo and a mouth mask. That gives a positive feeling to the visitors because getting a gift is always fun.”

Inspiration for entrepreneurs

“It was unique and exciting at the same time to establish effective online collaboration in a hackathon of this size”, concludes Sabine Janssen. “Overall, I like the fact that this outside-in method has provided fresh, customer-oriented solutions with which the challenge owners can get to work. In addition, other entrepreneurs can find inspiration at www.umio.nl/hacking-corona, as we have published all the hackathon solutions there.

I would like to thank MKB-Limburg as a partner in this hackathon, and in particular project leader Karin van der Ven of the MKB-Limburg Ondernemersplatform for making this collaboration possible.”

More information

Do you want to know more about the concept of hackathons and what it can do for your organisation? Then please contact Sabine Janssen at the Service Science Factory (SSF) via s.janssen@maastrichtuniversity.nl.

Resultaten onderzoek naar draagvlak tweetalig onderwijs bekend

Is er in Limburg draagvlak voor het aanbieden van Nederlands- én Duitstalig onderwijs op vmbo-niveau? Dat onderzocht UMIO’s Service Science Factory (SSF) eind 2019 in opdracht van Provincie Limburg. In december presenteerde het verantwoordelijke projectteam de onderzoeksresultaten. Wij spraken met projectleider Dominique Meyers van SSF.

“Duits is nog steeds een populair vak op middelbare scholen in Limburg, terwijl de populariteit in de rest van Nederland afneemt”, geeft Dominique Meyers aan. “De toevoeging van Duitstalig onderwijs binnen het vmbo kan op termijn zorgen voor een betere aansluiting van vraag en aanbod op de Euregionale arbeidsmarkt. Daarom heeft Provincie Limburg ons gevraagd om het draagvlak voor tweetalig onderwijs te onderzoeken.”

Belangrijkste resultaten

“We hebben het onderzoek holistisch aangepakt”, vervolgt Meyers. “Dit betekent dat we deskresearch hebben gecombineerd met uitvoerig kwalitatief en kwantitatief onderzoek. Daarnaast hebben we alle belangrijke stakeholders bij het onderzoek betrokken.”

In de onderzoeksresultaten wordt onderscheid gemaakt tussen de volgende stakeholders: leerlingen, ouders, scholen, grensinformatiepunten en belangenverenigingen van werkgevers.


Uit het onderzoek blijkt dat bijna 50% van de bevraagde vmbo-leerlingen inziet dat tweetalig onderwijs kan leiden tot een betere baan. Wel denken ze dat de tweetalige studie hen 50% extra tijd gaat kosten. Daardoor is slechts 20% van de bevraagde leerlingen bereid om ook echt ervoor te kiezen.

Verder blijkt dat leerlingen in de hoge vmbo-stromen meer interesse hebben in tweetalig onderwijs en ook meer bereid zijn om in Duitsland te werken, terwijl juist de leerlingen in de lagere, technische stromen er meer baat bij kunnen hebben. Daarnaast blijken leerlingen met hoge cijfers voor Duits meer interesse te hebben in tweetalig onderwijs dan leerlingen met lage cijfers.


Van de bevraagde ouders zou 50% hun kind inschrijven voor tweetalig onderwijs. Van die 50% zou 65% extra willen betalen hiervoor. 94% van de ouders gaf aan dat ze in staat zijn om hun kinderen te helpen met huiswerk of taken voor het vak Duits.


Vertegenwoordigers van scholen in de regio geven aan te willen meewerken aan een internationale regio, maar tegelijkertijd veel uitdagingen te zien op dat vlak. Voorbeelden zijn de motivatie van leerlingen, de vereiste basiskennis van de Duitse taal bij leerlingen en financiële steun voor het opleiden en begeleiden van leerkrachten.


Deze partijen geven aan dat onderwijs over de cultuurverschillen tussen beide landen cruciaal is bij tweetalig onderwijs. Zo moet aandacht worden besteed aan de hiërarchische structuur en formele omgangsvormen binnen Duitse organisaties.


De belangenverenigingen MKB Limburg en IHK Aachen zien aan beide kanten van de grens grote tekorten aan technisch geschoold personeel. Het aantal Nederlanders dat in Duitsland werkt, is relatief laag. Duitse bedrijven werven ook niet actief in Nederland, omdat de technische opleidingen in eigen land meer de diepte in gaan terwijl in Nederland de opleidingen breder zijn ingestoken en medewerkers zich on the job kunnen specialiseren.

Dominique Meyers, tweede van links, met de overige leden van het projectteam.


“Op basis van deze resultaten hebben we een adviesrapport opgesteld voor de provincie”, aldus Meyers. “Zo adviseren we om meer bewustzijn te creëren bij alle stakeholders – maar vooral ouders en leerlingen – over de meerwaarde van tweetaligheid. Ook raden we aan om klein te beginnen; eerst additionele taallessen en daarna eventueel uitbreiden. Verder moet er bij de invoering van tweetalig onderwijs voor certificatie worden gezorgd. Hierdoor kunnen leerlingen achteraf met een certificaat of diploma aantonen wat ze hebben gepresteerd. Een laatste belangrijk punt is het activeren van Duitse bedrijven, bijvoorbeeld door stageplekken en bedrijfsbezoeken te regelen bij deze bedrijven. Zo wordt de Duitse arbeidsmarkt tastbaar voor de leerlingen.”

Het cluster Economie en Innovatie van Provincie Limburg is zeer tevreden over het eindresultaat. De onderzoeksresultaten en het adviesrapport vormen de basis voor overleg over de te nemen stappen in 2020.

UMind takes Problem Based Learning to the next level

Maastricht University is known for its Problem Based Learning (PBL), where students learn in small tutorial groups under the supervision of a tutor. In order to bring PBL to the next level and make use of digital innovations, the UM I-portfolio Board sponsors initiatives. Within the university BISS (Brightlands Institute for Smart Society), IDS (Institute for Data Science) and SSF (UMIO’s Service Science Factory) collaborated on the project UMind: a new digital tool to identify knowledge gaps with students and tutors during, before and after the tutorial sessions.

UMind provides students with a digital interface where they can create relational mind-maps to visualise the knowledge they have acquired. The data generated by making these mind-maps is analysed by a smart system and provides tutors as well as students with insights of what the entire tutorial group has learnt. Perhaps even more important, it also identifies knowledge gaps.

Great example of collaboration

This project is a great example of collaboration between various disciplines at Maastricht University. The project was initiated by BISS, as the institute operates at the cross-section of education, business, data science, artificial intelligence and philosophy. IDS analysed how to combine the mind-maps and delivered the technique in order to provide a valuable digital tool to the users.

SSF was approached by BISS to facilitate a design sprint to validate the project. In addition, SSF further developed the solution together with a small group of International Business students from Maastricht’s School of Business and Economics (SBE). Finally, students and teachers from the Faculty of Arts and Social Sciences (FASoS) were involved because the Political philosophy course, coordinated by one of the BISS PI’s, Darian Meacham, was chosen as a pilot course to test this new tool. The next step is to run another pilot to further validate and develop the solution.

Contact us

Are you interested in working on the edge of research and society connected to digitalisation, validating your research or collecting societal challenges? Please contact BISS at BISS-secretariat@maastrichtuniversity.nl. You can find more information about BISS on www.biss-institute.com.

If you want to know how SSF can help you improve your existing services or develop new service concepts, please contact us at info@umio.nl.


UMIO brings Design Thinking to Cape Town

In November, UMIO’s Carmen Vonken and Dominique Meyers taught an elective course about Design Thinking and Innovation at the University of Stellenbosch Business School. We spoke to them about their experiences in South Africa. 

Design Thinking is a method for solving problems or developing new products and services in a practical and creative way. “It is a user-centered discipline that is very practical and pragmatic”, Carmen Vonken explains.

During the Elective Week of the Executive MBA programme at University of Stellenbosch Business School, the students had to go through a so-called design sprint. Carmen: “This is a process in which you work from a challenge to a solution within a fixed time frame. The students worked in groups on a fictional case that they could fill in themselves. The starting point had to be a challenge for a company near the university, for example a shop or a restaurant. Part of the design sprint is the development of a customer journey. This is the path a consumer follows before, during and after purchasing a certain product or service. Many students indicated in advance that this was nothing new, that they already knew everything about customer journeys. However, immediately after the session they discovered that they had never worked out a real customer journey and that much more is possible than they knew from the books. That was an eye opener for them.”

How it started

Every three years, UMIO welcomes Executive MBA students from the University of Stellenbosch Business School for a European Management Residency. The residency is part of a fruitful and ongoing partnership between Maastricht University’s School of Business and Economics and University of Stellenbosch Business School. For the July 2018 residency, the content of the programme was adjusted; the focus was shifted from EU Business Themes to Design Thinking and Innovation.

The week in Maastricht turned out to be a great success with many positive reactions from students. “During the residency, professor Marlize Terblanche-Smit concluded that her business school was in structural need of more depth in the field of Design Thinking”, says Dominique Meyers. “I then suggested devoting an elective to this topic for the Elective Week of their Executive MBA programme. At the end of 2018, we received a request to prepare a proposal for the Elective Week of 2019. The continuation of the elective depended on the interest of the students. Ultimately, no fewer than 26 students chose our elective, which meant that Carmen and I could travel to Cape Town in November.”

A great success

The elective about Design Thinking and Innovation was a great success, with both trainers receiving many positive reactions from the students. Dominique: “It was a bit exciting in advance, since it was the first time that we taught this elective abroad. In addition, we were warned that South African students usually first see which way the wind blows. That also appeared to be the case during the first day; many students were enthusiastic but also critical. On the second day, they came loose. We had apparently shown that we knew what we were talking about. The atmosphere became more relaxed and we laughed a lot. The students asked many questions, they were also constantly busy with the question: what does this mean for my business? That was very inspiring to see.”

“What the students really appreciated is that we, as teachers, have a good command of the knowledge and the material because we implement it within the business community through our projects”, says Carmen. “This allows us to quote many examples of what we have experienced ourselves and what we hear from companies. They also appreciated the interactivity of the elective. They found it useful to be able to apply the theory to their own case. That was a nice change from the theoretical methods that they normally deal with within the MBA programme.”

Next year

In principle, the elective was a one-off assignment, but given the positive reactions from the students and professor Terblanche-Smit, Carmen and Dominique expect that they will also be able to submit a proposal for the 2020 Elective Week. “The official feedback has yet to come in”, says Dominique. “With bad evaluations we would no longer receive an invitation, but the feedback in class was very positive so we do not expect that at all.”

How will technological innovations affect the job market over the next few years?

UMIO’s high-quality learning trajectories are fuelled by research carried out at Maastricht University, in particular at the School of Business and Economics (SBE). Since the beginning of this year, three researchers connected to SBE have lead a large European research project called Technequality. In a recent report, the Technequality Consortium offers eight possible future scenarios describing how the recent wave of technological innovations will affect the job market in Europe over the next few years.

Reskilling and adapting

In almost all scenarios, jobs are heavily impacted. Under the assumption that innovations would primarily have a labour-saving effect, there is a high chance that unemployment will rise. In such scenarios, reskilling the labour force and adapting our education systems is essential.

More information

You can find the full report on the Technequality website.

New publication by Tim Hilken, Dominik Mahr and colleagues about Social AR

Tim Hilken (SBE), Dominik Mahr (SBE/UMIO) and colleagues published a paper titled ‘Seeing eye to eye: social augmented reality and shared decision making in the marketplace’ in the Journal of the Academy of Marketing Science.

In the paper, they study ‘Social Augmented Reality (AR)’ – a new marketing technology that firms can use to offer customers a more social online shopping experience. With social AR, customers can for example share a common view of a living space and jointly enhance this space with virtual 3D product holograms (e.g., different wall colours or furniture pieces).

They show that when optimally configured with the right sharing and communication formats, social AR empowers customers in exchanging product recommendations. As a result, customers become more comfortable with giving advice to others, and more likely to use the advice of others in their purchase decisions.

Read the full paper.

Erasmus+ Grant for developing executive study module on Service Design Thinking

Implementing Service Design Thinking at the highest level of organisations; that is the goal of the study module that the Department of Marketing & Supply Chain Management (SBE) and the Service Science Factory (UMIO) will co-develop. A consortium that also consists of Tallinn University, Stockholm School of Economics and design consultancy firm Brand Manual received an Erasmus+ Grant to realise this study module. On behalf of SBE and UMIO, Prof. Dr. Dominik Mahr and Damien Nunes are involved in the initiative. They explain what the project entails.

“As a consortium, we have submitted a proposal aimed at developing an executive study programme in the field of Service Design”, says Damien Nunes, who is (Strategic) Service Designer and Innovation trainer at UMIO’s Service Science Factory (SSF).

“In short, Service Design means developing new services or improving existing services using creative design tools. As a methodology, Service Design always starts with a customer-centric approach: who belongs to the target group, what needs do they have and how can we serve them better? Recognisable examples of Service Design results are the self-scanner at Albert Heijn supermarkets and the digital way of ordering that is standard nowadays at McDonalds.”

Creating awareness at a higher level

As Service Design is new to many organisations, they often do not know where to start. In addition, design disciplines are generally not represented in the highest layers of an organisation, while customer experiences do affect the entire organisation.

Nunes: “Therefore, we must create awareness at a higher level. That is why we are going to develop this study module for executives. It will be a programme at a strategic level, where you must be able to manage and inspire. Executives who will complete the programme, understand how to implement service design projects, what is needed for that and how they can inspire other teams to get started. They also know how to ensure necessary funding at the highest level. This will be a unique programme with a lot of depth; it will not just be another masterclass.”

Representatives of the consortium during the kickoff of the project in Tallinn. Maker of the selfie is Dominik Mahr, Damien Nunes is standing behind him.

Strong academic base with practical experience

Tallinn University is the initiator of the project and the main applicant for the grant. They decided to contact Prof. Dr. Dominik Mahr, because of his expertise in Service Innovation and Design at the Department of Marketing & Supply Chain Management of Maastricht University’s School of Business and Economics (SBE). This department is a worldwide authority in the field of Services. Stockholm School of Economics (the branch in Riga, Latvia) and design consultancy firm Brand Manual also joined the consortium.

“It is a nice combination of a strong academic base with the more practical experience of the Service Science Factory (SSF) and Brand Manual”, says Mahr, who is also Scientific Director of SSF. “Our department is top notch when it comes to service innovation, but that is not enough. We need to find out how it ties in with the actual problems that organisations have when it comes to Service Design. SSF helps us in making the course operational.”

“Although Tallinn University contacted our department, we would not be able to optimally participate without SSF, which is part of who we are”, Mahr continues. “With the combination of research, education and practice, we have a unique triangle at Maastricht University of which I am extremely proud. Ten years ago, we wondered: if we know so much about services, how can we bring that out to the world? That is how the idea of SSF came up. Ten years later, our department and SSF work closely together on innovative forms of knowledge creation and dissemination. People and the inspiration to develop new activities are the connectors. I am happy that it worked out like this, because SSF is shining brighter than ever.”


The programme of the Service Design Study Module consists of six educational weeks that are spread over a period of six months. Each university organises two separate educational weeks, which means all participants travel to Maastricht, Tallinn and Riga twice. As part of the grant, each country will recruit six participating organisations, half of which must come from the public sector and the other half from the private sector. This creates a great mix for learning.

“We very much believe in the combination of learning with head, heart and hands”, explains Nunes. “This means that we will not only teach the necessary theory; we also let the participants experience the relevance of (Strategic) Service Design emotionally. In addition, we let them work on different personal and generic cases in which they apply their new learnings in practice. Their personal case work will already be the first organisational change that we hope to achieve through this executive course. That is why it is very important that we have a full buy-in from senior management to invest in this customer-centric transformation that is fueled by Service Design.”

Maastricht University’s contribution

In October this year, Mahr and Nunes were present at the kickoff of the project in Tallinn. Together with the other initiators within the consortium, they discussed the content of the study module. Maastricht University is responsible for week 3 and week 4 of the programme, in which the topics Strategic Service Design and the Future of Digital Services will be covered.

“For the two educational weeks in Maastricht we are responsible for the entire cycle”, says Mahr. “We will develop and teach the content on the two subjects. However, as we are a main content contributor to the project, we will also advise our partners on the other subjects. Furthermore, we try to bring in the more innovative, leading edge pieces by involving other colleagues from Maastricht University.”

Digital teaching platform

In addition to the study module, the consortium will also develop a digital platform. “We think it is important to create a free platform where people can teach themselves about Service Design”, says Mahr. “This platform will present all the teaching materials from the study module. As the participants will work on actual cases during the module and will apply them directly into their work practice, it is also our plan to add these cases to the platform. It will be very interesting to see how the different ideas and projects work out in the end. Did it turn out to be a success story or was it a failure? It is very useful to have many of these cases on the platform to see what works and what doesn’t. That will be a valuable output of this programme as well.”

Contact details:

“Duurzame inzetbaarheid heeft niks met leeftijd te maken”

Ondanks haar relatief jonge leeftijd van dertig jaar is Dien Mueters bewust bezig met haar eigen duurzame inzetbaarheid. Dien is onderwijskundige bij Gilde Opleidingen en nam afgelopen jaar deel aan de cursus Effectief Leiderschap van UMIO. Wij spraken met Dien over de cursus en over duurzame inzetbaarheid.

Als studente Bestuurskunde aan de Radboud Universiteit in Nijmegen bekleedde Dien meerdere bestuursfuncties. Met die bagage rolde ze zes jaar geleden het onderwijs in. Na twee jaar bij het Citaverde College stapte ze vier jaar geleden over naar Gilde Opleidingen.

Samen blijven ontwikkelen

Dien Mueters.

Duurzame inzetbaarheid heeft niks met leeftijd te maken, vindt Dien. “Het heeft voor iedereen toegevoegde waarde om je te blijven ontwikkelen, want de organisatie waarbinnen je werkt ontwikkelt zich ook”, legt ze uit. “Ik ben dertig jaar, dat is relatief jong. Toch merkte ik dat ik met zes jaar werkervaring anders de cursus Effectief Leiderschap instapte dan voorheen in de collegebanken. Ik kon de theorie nu direct toepassen in de praktijk, dat is heel anders dan alleen maar theorie absorberen.

Er verandert veel, zeker in het onderwijs: wetgeving, demografische ontwikkelingen, noem maar op. Ook wordt tegenwoordig anders lesgegeven; er is veel meer interactie dan vroeger. Ik moet zicht houden op die veranderingen en erin meegaan.”

Belangrijke factoren

Naast de continue ontwikkeling van kennis en vaardigheden vormen gezondheid en vitaliteit ook een belangrijke factor bij duurzame inzetbaarheid. Welke factor vindt Dien het belangrijkste? “Ik vind gezondheid en vitaliteit een hygiënefactor om überhaupt te kunnen functioneren”, antwoordt ze.

“Maar je gezondheid heb je slechts voor een deel zelf in de hand. Ik probeer gezond te eten en voldoende te ontspannen. Ik werk meer dan fulltime en kies tussendoor bewust voor ontspanning. Dat doe ik onder meer door te tennissen en te hardlopen. Als je de factor gezondheid en vitaliteit op orde hebt, komt de ontwikkeling van kennis en vaardigheden om de hoek kijken. Je wilt immers van toegevoegde waarde blijven voor je organisatie. Mijn deelname aan de cursus Effectief Leiderschap draagt daaraan bij.”

Veel vrijheid

Volgens Dien faciliteert Gilde Opleidingen zijn medewerkers goed op het gebied van duurzame inzetbaarheid. “Ik krijg veel vrijheid en vertrouwen om dit zelf in te vullen. Denk daarbij aan vrije tijd en een vergoeding om een opleiding of cursus te kunnen volgen. Ook kan ik korting krijgen op sportabonnementen en deelname aan sportevenementen. Ik stel al die mogelijkheden op prijs en ze vergroten ook mijn betrokkenheid bij de organisatie. Zo snijdt het mes aan twee kanten: ik haal het meeste uit mezelf, blijf gemotiveerd en betrokken, waarmee ik mijn waarde voor de organisatie vergroot.”

Effectief leiderschap

Dien kijkt met een positief gevoel terug op haar deelname aan de cursus Effectief Leiderschap. “In mijn werk moet ik af en toe leider zijn en daarvoor kreeg ik bruikbare instrumenten aangereikt”, geeft ze aan. “Het is een praktische cursus waarin de theoretische onderbouwing verweven is. Dat beviel me goed. Het meeste heb ik geleerd van de spiegel die we regelmatig kregen voorgehouden. Hierdoor zag ik hoe ik met mijn houding en gedrag anderen in mijn werkomgeving beïnvloed. Dat is vaak herkenbaar, maar soms ook confronterend. Het zorgt ervoor dat ik situaties uit het verleden beter snap en in de toekomst meer grip heb op bepaalde situaties.”

“De deelnemers kwamen uit allerlei verschillende sectoren”, vervolgt Dien. “Maar toch werd snel duidelijk dat we allemaal tegen dezelfde uitdagingen aanlopen binnen ons werk. Hoe ga je om met weerstand? Hoe zet je een verandering in? Hoe ga je om met die collega die niet lekker in zijn of haar vel zit? Dat was een mooi verbindend element tijdens de cursus.”

Loop je ook tegen vraagstukken aan op het gebied van persoonlijke ontwikkeling of organisatieontwikkeling? Neem dan vrijblijvend contact met ons op. We bekijken graag samen met jou en/of je organisatie welk programma of maatwerktraject het beste aansluit bij jouw/jullie uitdagingen.

UMIO’s Service Science Factory onderzoekt draagvlak voor tweetalig onderwijs

Is er in Limburg een voedingsbodem voor het aanbieden van Nederlands- én Duitstalig onderwijs op vmbo-niveau, nu en in de toekomst? Dat onderzoekt Service Science Factory (SSF) sinds begin oktober in opdracht van Provincie Limburg. Begin december presenteert het verantwoordelijke projectteam de onderzoeksresultaten.

Waarom dit onderzoek?

Duits is een belangrijke taal in Limburg. Werkgevers aan beide kanten van de grens zitten verlegen om tweetalige werknemers. En waar elders in Nederland het vak Duits afneemt in populariteit, blijft het in Limburg een stabiele factor binnen het middelbaar onderwijs. Op sommige Limburgse scholen neemt de populariteit zelfs toe.

De invoering van tweetalig onderwijs binnen het vmbo zou op termijn kunnen zorgen voor een betere aansluiting van vraag en aanbod op de Euregionale arbeidsmarkt. Aangezien Provincie Limburg een goed onderbouwde beslissing wil nemen over dit vraagstuk, is Service Science Factory (SSF) gevraagd om het te onderzoeken. 

Wie voert het uit?

Service Science Factory (SSF) is onderdeel van UMIO, de onderwijstak voor professionals van Maastricht University’s School of Business and Economics. SSF is uniek vanwege zijn eigen methode om innovatieve oplossingen te ontwikkelen, genaamd Double Diamond. De oorsprong hiervan ligt in de Design Thinking-methodologie. Double Diamond bestaat uit vier fases: Discover, Define, Develop en Deliver. Tijdens dit project voor Provincie Limburg wordt vooral gewerkt in de eerste twee fases.

SSF heeft een projectteam samengesteld dat onder anderen bestaat uit masterstudenten van Maastricht University en studenten van de Hotel Management School Maastricht. Ook dr. Trudie Schils van de School of Business and Economics maakt deel uit van het team. Als projectexpert houdt zij zich onder meer bezig met de kwaliteitsbewaking en de analyse en interpretatie van data. Provincie Limburg legt als verbindende partij de contacten met scholen en andere stakeholders.

Hoe wordt het onderzoek ingevuld?

Het projectteam pakt het onderzoek holistisch aan. Dit betekent dat deskresearch wordt gecombineerd met uitvoerig kwalitatief en kwantitatief onderzoek. Deze aanpak levert een volledig en onderbouwd resultaat op.

Alle belangrijke stakeholders worden bij het onderzoek betrokken. Denk daarbij aan leerlingen, ouders, scholen, Nederlandse én Duitse werkgevers en grensinformatiepunten.

Wanneer zijn de resultaten bekend?

Begin december presenteert het projectteam de onderzoeksresultaten in de vorm van een rapport. De belangrijkste resultaten worden ook op deze website gepubliceerd.