Implementing our stategy-into-action methodology helps you to achieve up to 20 - 50% of increased profits and revenues in three years. Without adding more resources.
"I continue to work with tèn company and would highly recommend them to anyone who wants to drive continued sustainable profitable growth"
Pascale Meulemeester, President Barry Callebaut Japan
"The results of this approach are truly amazing"
Wim van Roy, entrepreneur, partner & owner Oxygenium
It's not the talk that creates change,
it's the walk
We help companies turn their strategy into the results they want to achieve. Integrating strategy, strategy execution and the whole people side of execution.
We help companies to transform their business and capture it's full potential. We walk the talk. So, we co-create with you the design ànd we implement.Our clients embed our Strategy execution operating system® into the routine of their own organisation. Usually this takes them approximately three years before it becomes a part of their DNA and the system runs on it's own.
We've implemented this operating system with global public companies with revenues varying from one billion Euro to local companies with a size of one or two million Euro's. We've also implemented it for NGO's and not-for-profit organisations around the world. The beauty is that this methodology can be basically be implemented for any size of organisation.
Depending on the situation, we start with defining the purpose of the company. What is our dot on the horizon? To explore this, we use the methodology of IKIGAI® for business. Where we help the leadership team to identify:
- What are we deeply passionate about? What do we love to do? What motivates us? What inspires us?
- What can we do better then anyone else? Where can we really make a difference as a company? What are we encoded for?
- What is our economic engine? Where can we find continuity and a rubust cashflow? What is our profit per X (product, service, client)?
- We work with a group of important stakeholders. People coming from different divisions and functions. The key leaders and the potentials.
- Together we check on the strategy, values and purpose.
- We collect bottom up input for the current reality. Do we all know what we need to know?
- We decide the priorities for 'do better' and 'do new'
- We create action for efficiency improvement
- We create action for innovation
- Creating new sources of growth for the future
- We prioritize all the actions and priorities
- We look at mergers & acquisitions
- We translate the priorities into actions, KPI's and owners
- We analyse and plan actions for risks that may impact the results
- We plot and plan for action for the people in the teams
- We integrate the behaviors that are needed to achieve the goals into the plan
- Develop the one-pager Balanced Business Plan for the company. The team's daily dashboard to monitor to what extent you're making real progress.
- We kill existing silo's in your organisation.
- We develop the next generation of your leaders
Most of our clients have come to know us via referrals in our network. If you are new to our firm, we can connect you to some of our relations. So you can hear and learn from them how they experience our services.
Please let us know if you want to have this conversation with us.
"Herman and Paul have supported our Global Gourmet Strategy into Action for the past 6 years. Their expertise, experience, flexible and practical style along with their ability to create a bespoke approach for our Global Gourmet business within the wider Barry Callebaut has been invaluable for our success and team development. I continue to work with tèn company and would highly recommend them to anyone who wants to drive continued sustainable profitable growth."
Pascale Meulemeester
Vice President Global Gourmet Brand Marketing
Barry Callebaut
March 2018
“Since we started with the Strategy-into-Action approach at Electrolux Professional in Spain, the whole company is definitely more focused on what we have to do. We have been implementing SIA for the last years and the results are visible in different manners. The management team has a clear focus on a few projects, which it has defined as being important, with an impact on results and a short implementation time. The employees who participate in the projects feel “listened to” and learn to take ownership of their actions, they really feel empowered. Altogether in working with Paul Donkers and tèn company has given us an important push towards a new way of working within the company and tools to significantly increase our top and bottom line results.”
John Trachsel
General Manager Iberia Cluster Electrolux Professional
2018
"Our business is quite profitable and we see our selves as a winning company. This is why, when we have asked Paul (Donkers) to help us in becoming even better, there was some surprise from some of our Sector Management Team members who said: is it really necessary to organize these team coaching sessions?
In fact it is now nearly two years that we are in this journey and we already see some positive differences within the team dynamics. Trust among the team has improved greatly and the self awareness to work on our soft side has been recognised by everyone.
tèn company gave us the opportunity to focus on our single areas of improvement, thanks to a 360° assessment which was previously done, and we worked on scenario thinking in order to become both more innovative and more structured in our strategic approach.
We know that the journey will not be always be easy, but to win competition we need to become a more effective Top Management Team."
Marie-Thérèse Chabaane, Global Human Resources Director Electrolux Professional
June 2015
An experience in the application of Strategy-into-action for smaller companies
From passion to results!
When - after many years of success and growth- a company seems to have run out of luck and gets confronted with declining results, increasing competition, slumbering demotivation… it is time for change! But how do you realize this?
Marine Harvest VAP Europe, seafood specialist, was recently confronted with this scenario. After years of growth, market leadership, strong results the downstream division of Marine Harvest risked to lose this position due to lower consumption, heavy competition, rocketing raw material prices and sharper demands of the customers. We, the management and employees, saw this happening and regardless our enormous passion for the business and the “proven to be good” experience, we were not able to change the tide.
Were we falling asleep? No, but the crisis situation required from us a more pro-active, ambitious and focused strategy and approach and due to the “success of the past” we were not used to handle these situations.
With this awareness, we asked tèn company to support us in our turnaround approach and Herman Van Herterijck & Paul Donkers came into the Marine Harvest VAP Europe picture. Based on their rich experience in the fast moving consumer goods sector and their previous confrontation with companies in crisis, they were able to assist us both in (1) defining a clear and realistic strategy and (2) in (2) redirecting our passion into focused & effective action.
During a two day seminar, the senior management succeeded, with the guidance of Herman & Paul, to fine-tune the VAP Europe strategy, to define the financial long term targets and to translate these two elements in a short term project plan with clear strategic priorities.
Almost one year after this seminar, we can say that the Strategy execution program delivered by tèn company did not only result in a stronger alignment in the management team but above all in an impressive focus on the year priorities and a cautious turnaround of our results.
Based on this positive experience the Management team decided to repeat this approach for 2014. The Strategy execution program 2014 seminar is planned involving also the direct reports of the senior management. This adapted approach should guarantee the same success as 2013 strengthened by a stronger buy-in of the full European management and their teams … a next step in redirection our passion into change and into convincing results for the future.
Siska Bourgeois
Director Human Resources & Communication
Marine Harvest VAP Europe
John Trachsel
General Manager Iberia Cluster Electrolux Professional
2018
"As part of the journey on which the procurement team which is supporting the $ 16 bln global Consumer business of Johnson & Johnson embarked on to lift performance back in 2016, it was necessary to redefine our goals and set an aspirational and shared vision for the future. In order to win the hearts and minds of our key business stakeholders in the business and rally our full 150 FTE global team behind it, we engaged Herman, Phil and Paul to help us by applying the Strategy into Action methodology and create multiyear deployment plans for each of the strategic pillars that were defined in a 2-day workshop with over 25 key stakeholders participating in a live event in Zug, Switzerland late 2016.
The workshop was considered by all participants as an eye opener and turning point, and one of the few occasions were all functions came together to openly share ideas and priorities. Due to great facilitation and organisation by the team of tèn company, it became a milestone event in embedding the procurement function much better into the business than ever before.
Paul, Herman and Phil have done a great job for us, and we are living the benefits of the SiA way of working every day in our operations."
Reinier Kelder
VP Procurement, Consumer Division
Johnson & Johnson
"Our business is quite profitable and we see our selves as a winning company. This is why, when we have asked Paul (Donkers) to help us in becoming even better, there was some surprise from some of our Sector Management Team members who said: is it really necessary to organize these team coaching sessions?
In fact it is now nearly two years that we are in this journey and we already see some positive differences within the team dynamics. Trust among the team has improved greatly and the self awareness to work on our soft side has been recognised by everyone.
tèn company gave us the opportunity to focus on our single areas of improvement, thanks to a 360° assessment which was previously done, and we worked on scenario thinking in order to become both more innovative and more structured in our strategic approach.
We know that the journey will not be always be easy, but to win competition we need to become a more effective Top Management Team."
Marie-Thérèse Chabaane, Global Human Resources Director Electrolux Professional
June 2015
An experience in the application of Strategy-into-action for smaller companies
As part of the European leadership team of Marine Harvest VAP, I was fortune to participate in the training, design and execution of the Balanced Business Plan approach by tèn company. Their technique proves to be extremely useful to have all stakeholders aligned on the objectives and projects for the coming year. To define this within a team is extremely important for the spirit and to really achieve the results that were agreed upon.
Today, as an independent entrepreneur with our ownership in small, family owned companies throughout Europe, we use tèn's Balanced Business Plan technique with all of our local teams. The results of this approach are truly amazing. Which proves to me that this exercise is not only applicable within big companies, but also within small companies! I challenge you to try it!
Wim van Roy, entrepreneur, February 2018
www.oxygenium.be
From passion to results!
When - after many years of success and growth- a company seems to have run out of luck and gets confronted with declining results, increasing competition, slumbering demotivation… it is time for change! But how do you realize this?
Marine Harvest VAP Europe, seafood specialist, was recently confronted with this scenario. After years of growth, market leadership, strong results the downstream division of Marine Harvest risked to lose this position due to lower consumption, heavy competition, rocketing raw material prices and sharper demands of the customers. We, the management and employees, saw this happening and regardless our enormous passion for the business and the “proven to be good” experience, we were not able to change the tide.
Were we falling asleep? No, but the crisis situation required from us a more pro-active, ambitious and focused strategy and approach and due to the “success of the past” we were not used to handle these situations.
With this awareness, we asked tèn company to support us in our turnaround approach and Herman Van Herterijck & Paul Donkers came into the Marine Harvest VAP Europe picture. Based on their rich experience in the fast moving consumer goods sector and their previous confrontation with companies in crisis, they were able to assist us both in (1) defining a clear and realistic strategy and (2) in (2) redirecting our passion into focused & effective action.
During a two day seminar, the senior management succeeded, with the guidance of Herman & Paul, to fine-tune the VAP Europe strategy, to define the financial long term targets and to translate these two elements in a short term project plan with clear strategic priorities.
Almost one year after this seminar, we can say that the Strategy execution program delivered by tèn company did not only result in a stronger alignment in the management team but above all in an impressive focus on the year priorities and a cautious turnaround of our results.
Based on this positive experience the Management team decided to repeat this approach for 2014. The Strategy execution program 2014 seminar is planned involving also the direct reports of the senior management. This adapted approach should guarantee the same success as 2013 strengthened by a stronger buy-in of the full European management and their teams … a next step in redirection our passion into change and into convincing results for the future.
Siska Bourgeois
Director Human Resources & Communication
Marine Harvest VAP Europe
