A healthy balance between professionalism and engagement
Occupational health service
Breakthrough: The professionals at the occupational health service, particularly occupational physicians, assist workers in achieving optimal performance throughout their careers. This requires a healthy business operation. However, professional service providers often face a tension between professionalism and engagement. Without effective management, this leads to revenue leakage: not all the revenue sold to the client is scheduled, not everything that is scheduled is executed, not everything that is done is recorded, and not everything that is recorded is invoiced.
In 2012, the occupational health service brought about positive change in this regard. It was based on a factual and rigorous analysis. Equally important was the analysis and discussion of the perspectives of the involved professionals, who sometimes didn’t document their work for hours because it was seen as “additional” or didn’t invoice certain actions because they had known the client for a long time. A local core team of engaged professionals designed a new approach and described the necessary behaviors to achieve improvement. After implementation, this team achieved a 15% increase in productivity. The real breakthrough occurred during the national scaling phase. The occupational health service utilized a dual change strategy, implemented by the COO. She formulated the framework and clearly articulated the process (the why, the necessity, the timeline). More importantly, she called for engagement, emphasizing the vital participation of the professionals themselves. The occupational physicians from the initial phase engaged in dialogues with their colleagues from other teams. They discussed their added value and their impact on clients, questioning the decisive factors when deciding whether or not to charge for something. By genuinely giving them space within the framework, the professionals felt taken seriously and took ownership of the change. This method sometimes led to new questions and repetitions, resulting in potential delays. However, due to the strong support and increased engagement, acceleration was achieved.
Impact: By resolving a significant and challenging issue, the engagement of the professionals increased. As a result, trust in the organization’s capability was restored, with the belief that “if we can do this, we can achieve even more.” Additionally, customers appreciated the increased clarity and reliability in the service provided.
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.