Centre of Expertise Green – optimizing cooperation (2022)
Centre of Expertise Green Optimizing cooperation (2022) Context: 4 universities of applied sciences cooperating in a centre of expertise for joint research projects (>8mln annual budget) Challenge: Need to revitalize the cooperation and increase cooperation benefits because of many external and internal new developments Results: Adjusted joint vision (mission, added value, positioning), new rules of […]
Four Health Institutions | merger
Four Health Institutions Merger Context: Four health centres across the Netherlands intend to merge Challenge: Finding synergies to reduce costs (4,5%) and increase quality and innovation Intended results results (ongoing): Synergy potential, outline joint business model, feasibility of merger Approach: Assessment of current business models, development of strategic direction, identifying synergies, outline of to-be business […]
ICT service provider | Acquisition
ICT service provider Acquisition Context: ICT service provider intends to acquire its largest competitor Challenge: Ensuring that the business case will actually be accomplished (acquisition is facilitated by PE shareholder) Results: smooth transition on Day-1 without value leakage, integrated business model which enables intended value creation (3,6mln synergies) Approach: development of joint strategic vision, development […]
Friesland College & ROC Friese Poort – merger (Firda) (2021)
Friesland College & ROC Friese Poort Merger (Firda) (2021) Context: 2 ROC’s in Friesland intend to merge Challenge: finding synergies to strengthen education in Friesland with demographic shrinkage Results: feasibility of merger assessed (synergy potential, risks, joint business model, integration roadmap), merger decision made Approach: Assessment of current business models, development of strategic direction, identifying […]
Two companies operating in the Energy Industry | Cooperation MVA’s
Two companies operating in the Energy Industry Cooperation MVA’s Context: Two companies started cooperation on medium voltage areas (MVA’s) in 2019, but performance is still insufficient Challenge: To ensure sustainable collaboration between the two companies so that teams realize common goals and contribute to energy transition (1350 MSRs) Results: people enjoy working together (measured via […]
Three Educational Institutions
Three Educational Institutions Context: Three educational institutions want to explore the possibility of far-reaching cooperation. Challenge: Institutions have different profiles, which hinders a simple merger. Results: Joint vision on position in market, agreement on desired synergies and conditions for cooperation, insight in possible cooperation models (incl. legal, governance structures), agreement on further exploration Approach: Alternation […]
Integration pension management
Integration pension management Context: Two pension management organisations agreed to transfer the operations for a specific client. Challenge: successfully executing the transformation Intended results (ongoing): HR transition of employees, development of new cooperation model, transition of legal, financial, facilities and housing Approach: Filling in several roles within the Fuse transition program, with focus on development […]
Storytelling without the veil of mystique
Strategy = Execution Storytelling without the veil of mystique In communicating your strategy, you need to both appeal and inform, as I wrote in Strategy = Execution. More likely than not, your sharply delineated and fully enriched strategy is dull and boring. Despite all the hype about storytelling, most companies are still fairly clueless about […]
How to review and enrich your strategy
Strategy = Execution How to review and enrich your strategy Setting your strategic framework involves 5-10% of your organization at most. However, to review and enrich the strategy you hammered out, it’s all hands on deck. Don’t go easy on yourself. Keep an open mind and invite feedback, because this will prove to be worth […]
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.