Team and plan in one go, with significant depth
Food company
Breakthrough: At the food company involved, the Top-70 was activated with this building block. Going through tough times together forges a special bond. Before embarking on the execution of a strategic program that would span several years, the company’s top management decided to invest significantly in themselves first. “Who is on the bus is as important as what’s the strategy itself”: there is a correlation, after all. The top management embarked on an intensive journey to elevate the company’s leadership and formulate a shared vision. It was not only about who participated but also about how they collaborated and developed themselves.
Impact: Having a common starting point and goal helps guide the path. Based on personal and professional development methodologies, the Top-70 engaged in off-site sessions, both domestically and internationally, to meet, challenge, discover, shape, individually and collectively. Their shared experiences played a crucial role in formulating the strategy. By building strong relationships, various potential resistances (position, status, etc.) were overcome. Strategy became more than just a cognitive exercise for intelligent individuals; it became an experience. The Top-70 felt personally invested, aiding in the solidification and authentic dissemination of the strategy, thus enhancing execution.
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.
