Projects and Clients
PROJECT
Finally black figures and good service
The problems included a loss-making division within the retail business and poor customer service. Due to congestion and inefficiency, it was not possible to serve customers in a timely manner, resulting in frustration and missed sales opportunities. There was no clear plan to address these challenges.
Approach:
A multidisciplinary team focused on identifying core issues and developing solutions with special attention to customer interaction and internal processes. Other teams were formed from various departments to bring together a wide range of perspectives and expertise.
Through monthly meetings and a detailed action plan, the teams worked in a focused manner to improve profit margins and service levels.
Result:
The positive morale of the employees played a crucial role in the implementation of these changes. Their enthusiasm and willingness to work together fostered a culture of continuous improvement and customer focus. This not only led to an improvement in the company's results , but also strengthened team spirit and job satisfaction within the organization.
I have collaborated with the Group MOOVS agency in the retail sector for:
HEMA, Bijenkorf, Albert Heijn, ETOS, Gall & Gall, D-Reizen, KPN, Sligro, Blokker, Action, Bruynzeel Kitchens, Randstad, Texaco, Riviera Maison, Transavia and Mediamarkt
PROJECT
From hassle to unity after a merger
The merger imposed by the head office brought complex challenges due to the diversity of corporate cultures of international locations. This led to challenges in communication and collaboration. Different working methods and standards clashed, which negatively affected efficiency and productivity . In addition, there was a lack of unity in the corporate vision, which resulted in confusion and resistance.
Approach:
To overcome these challenges, the Best Year Yet annual program was introduced. Regional and local management came together for two days to clarify misunderstandings, better understand each other's positions and create an inspiring annual plan that everyone could support.
Monthly follow-ups fostered open communication and created a shared vision, providing an opportunity to collaborate and learn from each other as we go.
Result:
These efforts significantly increased collaboration between departments. Employees felt more involved and motivated, resulting in higher productivity and a smoother merger. The new, integrated corporate culture proved to be a key factor in achieving the strategic goals of the merger, as well as profitability.
I have been facilitating the Best Year Yet program since 2003 in the financial sector at:
ABNAMRO, Intertrust, TMF Group, Equity Trust, Orangefield, Achmea and HBM Curacao.
In addition, also at
Unilever, BP, KPN, Avila Beach Hotel, SJB Productions, Axians, CAD & Company, De Stuw, BP, Consumers' Association, Logic Data and UNESCO-IHE and Utrecht University
PROJECT
How can we encourage everyone to ride bikes?
Cycling is fun, healthy and good for you. Wouldn't it be great if all Alkmaar residents got on their bikes earlier , exercised more and also made optimal use of the public infrastructure and facilities in the city? What would that look like?
Solution:
During the corona period, we conducted an online innovation program with Strategic Doing with a core team and three groups. In a series of creative sessions, we developed initiatives for all stakeholders in the city. Stimulating the use of bicycles was aimed at the residents of Alkmaar, but also at tourists, students and employees.
Participants in this project were the municipal council, employers, schools, sports clubs, companies, cycling organisations, national transport services, leisure activities, companies, hotels and restaurants.
Result and impact :
Continuous focus to inspire people to use their bikes to central places in Alkmaar and to business parks. 15 different parties from the city contributed knowledge, expertise, money and other resources . They became enthusiastic ambassadors and were able to work on their own ambitions of their individual organization.
They found each other in the various projects we created. Projects are listed in the Cycling Action Plan 2021 – 2025 “Cycling in Alkmaar!”
And all this well within budget!
We have implemented the Strategic Doing program at, among others:
I have adopted the Strategic Doing program at various locations, including:
Municipality of Alkmaar, Giro555, Municipality of Harlingen, Municipality of Hollands Kroon, Knowledge Circle of Administrators Brabant, Buurkracht, Municipality of Hardenberg, De Stuw Social Work, De Kern, Foodstars, Probiblio, De Participatiemakers, Connects and in education.
PROJECT 4:
From nagging to cooperation
The collaboration within - and between - the teams was poor, the turnover decreased and there was a negative spiral within the departments operational affairs, sales and marketing. The activities in different regions lagged behind, which required a new mentality within the team in this innovative time.
Solution:
It was essential to create a culture of open communication and trust. In various sessions, employees could share their ideas and concerns , which led to innovative solutions and a sense of involvement.
Business processes were also reviewed and investments were made in training and development, resulting in improved efficiency and the discovery of new revenue streams. Celebrating successes, no matter how small, helped maintain morale and create a positive working environment.
Result:
Together we broke the downward spiral, allowing collaboration and cross-pollination with all those involved to flourish.
Various processes have been improved and structured. Sales activities have been renewed, with various new actions devised and implemented in the regions. Overtime has been limited and the promised time savings have been achieved.
I have launched innovation programs at various organizations, including:
Kidney Foundation, Probiblio, Alstom, FMO, General Practice, SJB Productions, OceanDiva, De Plaatsmaker, Municipality of Best, Abbvie, BAM, Vitelia and Ohra
