The Story Behind the Achievement
The Story of Turner and "
" at Noorderpoort
Noorderpoort is a place where professionals engage in learning, offering vocational education programs, courses, and training. Noorderpoort enlisted Turner to help chart its strategic course toward 2035. The process was 100% digital, partly due to the COVID-19 pandemic.
The Story of Noorderpoort
Setting the strategic course toward 2035 entirely digitally. How did that work? How do you keep everyone on board? And how do you refine the results? What benefits did Noorderpoort gain from this? In this video, Turner & Noorderpoort share their experiences.
Strategy = Execution
Wim van de Pol, chair of Noorderpoort’s board of directors, explains the decision to choose Turner: “We were familiar with Turner as a vocational education institution through the quality agenda, and we knew that it places a high priority on ‘Strategy Execution.’ I thought: that’s exactly what we need.”
Tessa Rombouts-van Puijenbroek, an educational organizational consultant, explains how we approached this in the strategy-development process: “We consistently translated the strategic direction into concrete experiments. This allowed us to quickly test ideas in practice. We also immediately involved students and professionals in the field, which helped us quickly determine whether we were heading in the right direction.”
The Voice of Students
Rosa Meijer, a marketing and communications student at Noorderpoort, was one of the students who contributed ideas to the strategic direction: “I thought it was really special to have my voice heard as a student in such a strategic process. It’s also important to involve students—after all, Noorderpoort is here for the students.”
100% digital
Elsa van Bruggen, an educational organizational consultant, on the shift to 100% digital work, which was necessary due to the COVID-19 pandemic: “We had no choice, and we also knew that simply copying our approach one-to-one into a digital format wouldn’t work. Almost immediately, we decided to make the groups smaller and the sessions shorter. We came up with the concept of a space journey, in which different groups had different roles and built on each other’s work. We also made sure everyone knew what to expect in advance and that we had enough variety. For example, a dance instructor studying at Noorderpoort had practiced dance steps with us. It was a chance to switch off your mind and get into your body.”
Astrid Kramer, director of corporate training at Noorderpoort Stadskanaal, was closely involved in the process: “At first I was concerned; after all, you have to be able to look each other in the eye when you’re setting a new strategy, right? But in the end, it turned out really well. It was also a really fun process—all of us going on a journey together.”
100% effective
Wim van de Pol comments on the result: “We now have a strategic roadmap through 2035 that is both appealing and challenging. A roadmap that gives Noorderpoort a strong place in society. Furthermore, it is complemented by a plan to bring that vision to fruition in the coming years.”
Elsa van Bruggen adds: “In the end, it went really well—maybe even better than if you’d spent two days sitting out in the fields.”
“Don’t you want to be able to look each other in the eye when you’re deciding on a strategy? Still, going 100% digital actually worked out really well.”
Astrid Kramer, Director of Corporate Training at Noorderpoort Stadskanaal
“We have a strategic direction that is both appealing and challenging. And we have a plan to put that direction into action in the coming years.”
Wim van de Pol, Chair of the Noorderpoort Board of Trustees
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