NHL and Stenden had announced their intention to merge. But what form should the merged organization take in order to realize their shared ambitions and opportunities? Turner supported the Boards of Directors in setting up a program organization for the design phase. He also managed the overall program, covering content, change management, and project management.
Over the course of nine months, a program organization comprising staff, students, external partners, and other stakeholders developed a plan for the merged university. This will enhance the quality of education and research. Examples include: greater freedom of choice and new combinations in the program portfolio; strengthened Multidisciplinary research; targeted investments in internationalization and digitization; and a positive financial result after five years.
Turner’s approach led to three breakthroughs: 1. Merger intentions were translated into guiding mandates supported by both Boards of Trustees. 2. Joint working groups were quickly mobilized. 3. Views and concerns regarding cultural differences were made open for discussion and bridged.
Klaas-Wybo van der Hoek, member of Stenden’s Executive Board: “Here at Stenden, we enjoy working with the people at Turner. As education professionals, we naturally feel some resistance to outside eyes. Our Turner professionals, however, know exactly how to handle this. And as we work together, we’re learning to really appreciate those outside perspectives.”
