Strategy execution programs
Market research shows that more than 85% of CEO’s are satisfied with their strategy. But only 15% of CEO’s are convinced that the execution of the strategic plan is good.
This means that there is an enormous loss of potential for the business and makes you wary when making big changes.
Our approach is very pragmatic. We concentrate primarily on improving and monitoring the execution. We work in three ways:
- Determine the strategy in cooperation with the team
- Design the execution plans in cooperation with all departments
- Monitor progress proactively
Click for the scheme 'Change Management'.
Our experience shows us that in most organisations there are insufficient resources for both implementing and monitoring change. First of all, there is the tendency of departments to work in their own silos. And secondly, there is rarely enough capacity to proactively look at the performance of the business.
This means that the strategy implementation and company results are not in line with each other. The management team usually thinks that the monthly results will show, in a timely way, if the business is on track. And that’s where the problems begin. The management team learns about the issues simply too late. And there is no time to make an effective intervention in the business.
Herman van Herterijck and Neil have been instrumental in translating our 5-year strategy-into-action for France for 2017/18 which is our key must win gourmet market for our Global Gourmet Brand Cacao Barry.
Their unique Sstrategy-into-action approach has once again been successful to align our team behind one shared goal and define clear priorities into a balanced business plan to further accelerate and premiumize our brand in an engaging and pragmatic way.
Pascale Meulemeester
Vice President Global Gourmet Brand Marketing
Barry Callebaut
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
"Too many generals; not enough soldiers"
We come from a situation where many strategies were developed top-down, but things got stuck as soon as it came to execution. As a result, during our yearly brainstorming, we came up with the same observations and the same good intentions, but basically nothing fundamentally changed...
Herman, with a broad experience in executive missions and a lot of emotional intelligence, coached me and my teams and took us through a change process.
Starting first with better understanding together our current reality and the way we worked together, we were able to clearly spot the gaps in the way we executed our strategy and the capabilities of our team. After having clarified our future ambitions and identified our needs, we succeeded in developing a completely new way of working together as ‘one’ team with clear goals and responsibilities, leading to a sustainable change in the performances of our organisation.
It really gives me a good feeling to observe that already now (only a few months after the workshop), people feel really challenged as they noticeably receive more responsibility.
I have no doubt that this new way of working together will lead to stronger performances of our brands in the Belux market and that it forms a solid basis to reach our ambitious mission 2015.
Koen Van Hout
Managing Director
Mercedes-Benz Cars Belux
Brussels, 15 October 2010
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
"Too many generals; not enough soldiers"
We come from a situation where many strategies were developed top-down, but things got stuck as soon as it came to execution. As a result, during our yearly brainstorming, we came up with the same observations and the same good intentions, but basically nothing fundamentally changed...
Herman, with a broad experience in executive missions and a lot of emotional intelligence, coached me and my teams and took us through a change process.
Starting first with better understanding together our current reality and the way we worked together, we were able to clearly spot the gaps in the way we executed our strategy and the capabilities of our team. After having clarified our future ambitions and identified our needs, we succeeded in developing a completely new way of working together as ‘one’ team with clear goals and responsibilities, leading to a sustainable change in the performances of our organisation.
It really gives me a good feeling to observe that already now (only a few months after the workshop), people feel really challenged as they noticeably receive more responsibility.
I have no doubt that this new way of working together will lead to stronger performances of our brands in the Belux market and that it forms a solid basis to reach our ambitious mission 2015.
Koen Van Hout
Managing Director
Mercedes-Benz Cars Belux
Brussels, 15 October 2010
