“The change-train is departing. Will you wait on the platform or lay on the tracks? What do you need to get on board?
Facing government-mandated budget reductions for Higher Education, the Erasmus University embarked on a significant organizational transformation to enhance efficiency while staying true to its mission of “Making societal impact”. To guide this change, the University Library (UL) partnered with SPRING TODAY to bring experienced change manager Wim van Domburg on board.
Here’s how he made it happen.
What was your assignment at Erasmus University?
“As a change manager, my role was to manage the validation, optimization and implementation of a blueprint for organizational redesign at Erasmus UL. The university needed to make plans with the goal of increasing revenue, cutting costs and/or increasing efficiency. Increasing revenue isn’t an obvious place to start as a library. Therefore, the management team focussed on costs and efficiency, while aligning their goals with the university’s mission: making societal impact.
In terms of organizational structure, we focussed on merging and streamlining teams while getting the right person on the best spot.
In terms of organizational culture, we aimed to increase collaboration and effectiveness to fulfil key stakeholder needs.
The challenge was to get everyone thinking:
How does my team, my department, and ultimately the entire University Library contribute to this mission?”
What were your responsibilities in this assignment?
“My role as a change manager was broader than usual. Yes – I focused on getting people to embrace the change, but at the same time, I was also involved in co-creating the actual content; the strategy and culture of the Erasmus UL. This was largely thanks to the management team, who brought me in as an integral (though temporary) part of their team. Together, we were at the helm of the change, and my role extended beyond change management—I was also a trusted advisor to the team.
Joining the team as an external consultant allowed me to challenge the status-quo while trying to achieve the best outcome for the university. Being liked is nice, but making friends should never be a priority as consultant or interim manager. This gave me the opportunity to ruffle some feathers, in contrast to employees who often prioritize maintaining harmonious relationships.”
What challenges did you face during the project?
“I joined after the initial design phase was completed internally. While this provided a clear blueprint, it also created some challenges which surfaced gradually during the validation and optimization process. The communication initially focused purely on structural changes and reassured staff about job security, but it missed the mark on the big picture. People didn’t immediately see the ‘why’—why we needed to collaborate differently or align more closely with the university’s goals. Neither did they get clarity on the implications and expectations for them as professionals, as teams and as departments. This gap in early messaging led to resistance.”
How did you address this resistance?
“As the management team had made the blueprint of the future structure, many employees experienced this as a ‘top-down’ decision. To make sure employees felt like they were co-architects of the change instead of subjects to it, we involved them in shaping the 2025-2030 strategy plan. By thinking together about the mission, vision and goals of the organization, people get engaged and committed. The validation developed into a process of optimization and co-creation instead of forced implementation. Sometimes it helps to slow down before speeding up.
I started with one-on-one conversations to make sure all voices were heard. By speaking individually with employees, I wanted to understand their concerns, perceptions, and the source of potential resistance. From there, we held larger group sessions to revisit the mission and goals of the different departments, which I used as feedback for the management team. Once the broader goals were clarified, we worked with smaller teams to break these into actionable steps. This cycle of alignment—big to small and back again—helped address both emotional resistance and operational clarity.
In different settings and on multiple occasions, we discussed how the external pressure from budget reductions impacted the future strategy, structure and culture of the UL. We broke that down to what that meant for daily activities and behavior. I used metaphors and humor to navigate difficult conversations, which often diffused tension and fostered connection.”
What results were achieved by the end of your assignment?
“By the end of my assignment, the new structure was in place. Teams were merged, strategic plans were developed for 2025–2030, and annual goals for 2025 were aligned. Employees across all levels began seeing themselves as contributors to the broader mission. Although not all resistance had disappeared, critical momentum was achieved.
After my assignment has been completed, the work for Erasmus UL continues. Quarterly follow-ups and ongoing monitoring of strategic goals will ensure progress and ultimately the achievement of long-term objectives. Similarly, cultural change never happens overnight, but is built day by day.”
How did you experience the collaboration with SPRING TODAY?
“This was my second project through SPRING TODAY, and once again, they proved to be an invaluable partner. Their deep understanding of the change management niche and ability to connect with the right people made all the difference. The collaboration was seamless.”
Your partner in change
At SPRING TODAY, we specialize in connecting organizations with seasoned change managers like Wim van Domburg.
If you’re navigating a transformation, let’s discuss how we can help you succeed.