Empirical search for breakthroughs in processes
Breakthrough: This technical wholesaler supplies products for manual and industrial work in various industries. With an “outside-in” approach that prioritizes customer satisfaction, the internal organization is under strain. This applies to procurement, category management, and delivery. With increasingly squeezed margins, the organization needs to adjust without launching large-scale programs targeting the portfolio or customer segments. Such initiatives would distract from daily business operations. The guiding principle is to change together in the line, where the operational work environment also serves as a pilot environment.
Impact: Practical work methods on the shop floor improve returns. The existing work process is mapped and simulated on the shop floor, proving to be an excellent starting point. The prototype and accompanying work methods can then evolve through ongoing development, driven by feedback from the execution phase regarding what works and what doesn’t. Subsequently, ideas for improvement are generated that can be practically applied (within days). A positive outcome from the simulation leads to action at the account, assortment, or delivery level. Small adjustments form the backbone of the organization and can be effectively monitored for their practical impact (including by colleagues from other departments).
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.