{"id":54957,"date":"2026-08-24T11:53:01","date_gmt":"2026-08-24T09:53:01","guid":{"rendered":"http:\/\/www.turner.nl\/uncategorized\/column-by-peter-de-bruin-ability\/"},"modified":"2026-08-24T11:53:10","modified_gmt":"2026-08-24T09:53:10","slug":"column-by-peter-de-bruin-ability","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/healthcare\/column-by-peter-de-bruin-ability\/","title":{"rendered":"Column by Peter de Bruin | Ability"},"content":{"rendered":"\t\t
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Column by Peter de Bruin<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Ability<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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In his latest column, Peter de Bruin emphasizes that the way we go about achieving our goal says everything about what we ultimately achieve. When we take responsibility as a unified whole, our ability to respond to changing circumstances grows. This is an approach to Strategy Execution that leaders and teams can develop. <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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\"Ability\"<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u201cI\u2019d rather have a good team than a good plan,\u201d an experienced chairman confided in me recently over a \u201ccorona-proof\u201d bock beer at a nearby caf\u00e9. \u201cThe team comes up with that plan on its own. In fact, we do that every quarter\u2014not because Corporate Control requires it, but because we want to, to build our capacity for change.\u201d <\/p>

He continues: \u201cWe all know it\u2019s an illusion to try to imagine exactly where the organization will be in two years. Strategy in the traditional sense is nonsense. The market, the products, the underlying technology, the competitors, \u2026, will have changed significantly by then. Not to mention \u2018black swans\u2019 like COVID-19.\u201d<\/p>

So what is strategy, then?<\/h3>

\u201cStrategy is about change, about the ability to change. It\u2019s about being able to respond to all those Multidisciplinary challenges in a timely manner. And not just working together\u2014both internally and externally. Working on collaboration and the ability to change\u2014that\u2019s what strategy is all about today!\u201d<\/p>

\u201cA dot on the horizon\u2014that which is good for us and our customers\u2014is certainly useful. But the most important thing is that it\u2019s a shared vision, so that key figures from all divisions can better align with one another as we work toward it. Moving toward that dot on the horizon involves 1,000 small choices, day in and day out. It requires constant adaptation\u2014the ability to change. How we do that determines whether we reach our goal.\u201d<\/p>

So, the way you go about achieving your objectives says everything about what you achieve?<\/h3>

\u201cYes, and that\u2019s why \u2018what\u2019s good for us and our customers\u2019 is both the guiding principle for making the right choices and the approach we take to arrive at those choices. Everyone who values continuity takes on a shared responsibility. This sets in motion an attractive movement that talented people want to be part of because it fosters learning rather than just yielding results. Through open communication, respect for others\u2019 interests, inclusivity, and meaningful contributions to society\u2014we work together to make the pie bigger rather than just dividing it up differently. The real competitive factors in the knowledge economy lie in how you approach things\u2014in what we often call \u201csoft elements\u201d such as sharing, generosity, connection, and trust. These \u201cvalues\u201d foster a single responsibility, a single vision, a single goal, and unity!\u201d<\/p>

To put it bluntly, is focusing on a single responsibility the real strategy?<\/h3>

\u201cYes, a unit with shared responsibility adapts more easily. That\u2019s why it\u2019s better to invest in the cohesion of the teams than in the sharpness of the strategy. The way we develop and implement the plan is just as important as the plan itself. Responsible leaders thus build the capacity to respond to changing circumstances and challenges. It\u2019s no coincidence that the word \u201cresponse\u201d is part ofthe word \u201cresponsibility<\/u>.\u201d In English, it\u2019s even more elegant: \u201cresponse-ability\u201d\u2014the ability to respond. The ability to react to. \u201cAbility\u201d in the three meanings of the word: capacity, skill, and authority.\u201d <\/p>

As I finished my last bock beer, I asked the driver how long he\u2019d been doing this. His interesting, honest answer: \u201cI\u2019ve had to develop that ability.\u201d <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Meet the Author<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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