Selling benefits following changes.
International bank
Breakthrough: Harvesting short-cycle benefits. Various change initiatives have been initiated in different areas of this international bank, requiring implementation across diverse countries. This includes adjustments to the Target Operating Model (TOM) and a program aimed at eliminating process silos to generate maximum value for customers (PRIME). Although information technology is a significant enabler in the financial services sector, non-IT solutions were selected simply because the development time for IT projects is too long. The program is centrally coordinated, but the mandate lies within the business lines in each country. Consequently, the benefits are realized there. A rollout schedule for clusters of countries has been established.
Impact: A tremendous boost in “making strategy happen.” “International benefit tracking.” The incentive for participation is directly proportional to the intended benefits. While benefits in other countries do not guarantee success in one’s own country, measuring those benefits is crucial for the readiness of subsequent countries to embrace change. The measurement incorporates various indicators: direct and indirect effects, both quantitative and qualitative, focused on three aspects: customer satisfaction, cost reduction, and simplification. The program management has created a global transition dashboard that visualizes both the change effort (time and monetary investment) and the indicators for each country. Weekly reviews and attention to the demonstrable relationship between effort and effect have naturally propelled the program forward. Operational results are evident: every six months, this team effortlessly cuts through the challenges of the banking world.
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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.
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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.
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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.
