As learning organisations in VET, the project partners were adressing the top levels in their organisations to exchange transnationally about figuring out new, appropriate and successful pathways how to improve the structures and thus to increase the effectiveness of upskilling VET-staff when it comes to exploiting results from digital VET-projects which are dedicated to VET in general and particularly to the construction branch throughout Europe. This seeks to develop a joint Change Management. As the (construction) market stakeholders develop innovations and digital applications to promote their products and to support technical applications/installation as well as convey information about material characteristics and behaviours while in use, VET has to follow in the same speed to train people accodring market necessities. Often these necessities are not faced in an adaquate way, i.e. VET remains traditional instead of regarding itself as the counterpart of the same coin - market and VET. The overall achievement was reached insofar as SWOTs based in individual/personal and formal/administrative aspects have proved a variety of features to cope with inclduing conclusions how to start a digital change in a VET-centre.
VET-centres attempt to better exploit results of digital oriented EU-projects related to construction-VET in their services and to become deeper familiar with what is appropriate to start new digital processes and modes in VET as learning organisations. EasTDVET has identified influencing factors (by SWOTs in 3 succeeding phases) how to benefit from EU projects´ results and what to consider as limiting factors. These have led to aspects which are to be considered in the adaptation of the project results to the real needs and possibilities of a training centre developing to an also digital VET-centre. Nevertheless the exploitation of these digital projects´ results has significant open potential; it could be considered a natural reflex of the working staff as being reluctant to new things which require efforts to cope with - e.g. digital transition. But VET-service providers have to cope with digital innovation also in their own scope as learning organisations in order to offer the most up-to-date mode of VET to their stakeholders. This requires a re-thinking also at the top of hierarchie in VET centres who decide upon VET-strategies and HRD. VET-centres top level staff was addressed in need to consider new paths in HRD.