Two media companies in the lead-up to the merger
Media
Breakthrough: The ambition was to create the strongest media company in the market together and implement top-down cost-saving measures. Joint integration teams had to truly give substance to this ambition and not cling to the old ways. The ambition was translated into specific assignments for each integration team, with stretching synergy objectives and principles. This provided the integration teams with perspective and guidance in making their design decisions.
Impact: The work of the integration teams resulted in an integration and reorganization plan that allowed the ambitious quality goals and the financial business case to be achieved. This included a 39% reduction in full-time equivalent (FTE) in overhead processes and a 25% savings in staff positions in primary processes. The merged company has since gained a prominent position in the media landscape.
More assignments
Merford
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
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.
Grid Operator
Strengthening B2B and B2C Service Grid Operator Accelerating Service Delivery Reducing Backlogs by 85% Improving Service Quality Acceleration of a new way of working through
Coloriet
Instead of standing still, CEO Aukje Reinders insisted on formulating a new strategy for Coloriet in the midst of the COVID-19 crisis. She believes that with all the challenges facing the organization, there is a need for renewed momentum and energy.
Fast-growing tech company providing cloud services
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
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/Carglass
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.
Online insurer triggers market shift
Breakthrough: In 2008, a well-known insurance company introduced one of the first online insurers in the market.
Agricultural cooperative executes growth strategy through acquisitions
Breakthrough: The cooperative has chosen a growth strategy that is partially realized through acquisitions.
Two media companies in the lead-up to the merger
Breakthrough: The ambition was to create the strongest media company in the market together and implement top-down cost-saving measures. Joint integration teams had to truly give substance to this ambition and not cling to the old ways.
Financial service provider. One team, one vision, one execution
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.
