{"id":55057,"date":"2026-08-24T12:07:36","date_gmt":"2026-08-24T10:07:36","guid":{"rendered":"http:\/\/www.turner.nl\/uncategorized\/key-processes-have-a-leverage-effect-on-objectives\/"},"modified":"2026-09-21T16:47:46","modified_gmt":"2026-09-21T14:47:46","slug":"key-processes-have-a-leverage-effect-on-objectives","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/strategy-execution\/key-processes-have-a-leverage-effect-on-objectives\/","title":{"rendered":"Key Processes have a leverage effect on objectives"},"content":{"rendered":"\t\t
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Strategy = Execution<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Key Processes have a leverage effect on objectives<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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In this blog, Jacques Pijl of Turner discusses the key role of processes in successful Strategy Execution. <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Any organization that operates with a high degree of autonomy in a particular market has more than 150 processes. If you want to give a new initiative a serious chance of success, it is therefore essential to identify and redesign the Key Processes. They will make or break the initiative. <\/p>

Thinking and working in terms of processes is fundamental to Strategy Execution. One of the positive legacies of the Business Process Redesign movement of the 1990s is that customer and business processes have become the primary vehicle for analyzing and redesigning business challenges. If you want to launch a new initiative, it is therefore important to identify the Key Processes that can make or break the outcome. Ideally, there are no more than ten of them: primarily subprocesses at the operational level. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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