Breakthrough: For the rapidly growing college, scheduling had been a challenge for years, eventually turning into a crisis. The impact was significant. The low quality of schedules led to increasing dissatisfaction among students and faculty. The necessary improvement was made evident in the business case at the start of the project, with the key goals being fewer errors and changes in the schedule, and a smoother, better-managed process for creating the schedule. The realization of these goals was monitored during key milestones. Additionally, the achievement of these goals was assessed after each important step in the scheduling process to allow for immediate course correction.
Impact: The planned occupancy rate of the educational spaces has been increased to over 80% and higher. By maintaining a continuous focus on the key goals throughout the execution, both the improvements and remaining issues were made transparent to the main stakeholders: students and faculty. Calm has been restored to the scheduling process; panic has been eliminated. The realization that poor data input creates one’s own problems has permeated all levels of the organization and may have been the real breakthrough. The project team was consistently informed of the progress and the extent to which the mission was being achieved.
As the CEO of Merford, a specialist in sound management, acoustic materials, and doors, Robbert-Jan Ter Horst worked with Turner Strategy Execution to challenge his plans for the future. The result: a sharply formulated strategy that is already yielding results. The Board of Supervisors and shareholders have fully supported the strategy.
UWV WERKbedrijf, part of the Employee Insurance Agency (UWV) in the Netherlands, supports job seekers through labor mediation and reintegration services. Like many other service delivery organizations, their services have become highly digitized in recent years, relying on individuals’ own responsibility and self-reliance. However, job seekers, particularly those facing employment barriers, still have a continuing need for personal contact and customized support.
Executable growth strategy and conditions for execution
A multinational has globally integrated its autonomous operating companies into ‘one operating company’ per country.
Breakthrough: This integration took place ten years ago, but is still known as a successful case in business management
De Vereende, an insurance company specializing in special risks, aimed to achieve higher efficiency, create room for new initiatives, and improve customer and employee satisfaction. The company enlisted the help of Turner to conduct a quick scan of all core processes. “We needed assistance because we didn’t yet have the knowledge and expertise in-house,” says Bert Sonneveld, Marketing and Underwriting Manager.
Belron Netherlands, known for brands such as Carglass, Autotaalglas, and GlasGarage, operates in a shrinking market where there is a decreasing demand for windshield replacement or repair. Turner has supported Belron in finding a future-proof and growth-oriented business model.
Breakthrough: The cooperative has chosen a growth strategy that is partially realized through acquisitions.
Breakthrough: The last years of the first decade of this century were challenging for the financial sector. The financial service provider was under significant pressure to realize strategic choices. The life insurance market had completely collapsed, and the mortgage market was also performing poorly.