Enhanced employee and client satisfaction through continuous improvement implementation
Top-4 law firm.
Breakthrough: A law firm consists of professionals such as lawyers, notaries, and tax advisors. Traditionally, the firm followed the path dictated by the content of the work. Professionals worked on client inquiries, delegated tasks to colleagues, and reviewed the legal outcomes before delivering them to clients. However, the potential for optimizing processes, while staying within the boundaries set by the content, was often overlooked. Now, attention is being given to these latent processes. Monitoring is in place, enabling increased focus on results. This is achieved by optimizing business processes based on client value (using Lean methodologies), consciously managing them (legal project management), and leveraging new technologies whenever possible. The firm’s continuous improvement implementation relies on two pillars. First, ensuring that the client is always involved and actively participates in the improvements. Second, establishing an internal Lean training program. This creates a foundation internally for shaping continuous improvement, providing support for Lean projects, and initiating further steps.
Impact: This new way of working leads to demonstrable improvements in margins and increased quality. It enhances job satisfaction and ensures a better alignment with the actual needs of clients.
The Christian Education Group (COG) is undergoing a challenging educational transformation. The aim is to provide tools for flexibilizing vocational education, enabling students to choose “their own path and destination.” This aligns with the government’s directive for increased flexibility in education.
The Dutch Water Authority Bank (NWB Bank) approached Turner with a specific request: help us become better at change so that we can handle it ourselves in the future. Onno Zwaagstra, along with Martijn Suiker, Turner’s Financial Services Advisor, drafted the plan. They assisted client Bas van Eenige of NWB Bank in its implementation. Now, a year later, there is a department managing the bank’s change portfolio that everyone at NWB Bank is enthusiastic about. The breakthrough in execution came with the choice of a simple and clearly formulated plan: ‘Setting policies without people understanding the necessity is not sustainable.’
In the coming years, Liander will face at least a doubling of energy demand and all aspects related to the energy transition. However, the aftercare of projects ‘outside’ on the streets, was not optimally organized. Gert-Jan van ‘t Klooster, regional manager Amsterdam at the Large Consumption Reconstructions and Networks (GVRN) department, was tasked with streamlining aftercare and enlisted Turner for the execution of the plans.
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.
The National Education Lab AI (NOLAI), funded by the National Growth Fund, represents the largest public investment globally in the field of AI and education. No other country has allocated eighty million euros specifically for a lab focused on AI in primary and secondary education. This project stands as one of Turner’s most prestigious involvements to date. Driven by the passionate initiator, Inge Molenaar from Radboud University, the lab faces the tremendous challenge of bringing together education, science, and the business community. However, the benefits for all stakeholders will not be immediate.
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.