Many of the training providers could not concretely indicate what the effects of their respective training approach would be. It is clear that training providers and client organizations have to dedicate more attention to a more systematic way of studying effects, if only as a 'sales' argument. This would not only offer the client organizations more handles for the choice of a training approach, it could also give a decisive answer on the quality of the training, provided however, that an independent organization takes care of such a quality control. Ideally, this control mechanism should be based on standardized norms, e.g. ISO standards. Yet, research has indicated the need for further changes.
Form is more important than content and there is a great difference between words and deeds.
Concepts, theories and models on the organization culture often have an ideological character and tend to be more prescriptive, normative, than descriptive. The amount of empirical studies is small and the amount of studies on the ordinary daily routine in organizations is very small. Critical evaluations on the implemented changes are almost completely absent and failures do not seem to be interesting to learn from. It is therefore hoped that, in future, training providers and client organizations will pay more attention to critical evaluations of different approaches in the field of ICM training directed at labour market gatekeepers, as presented in this report.