Strategy and Innovation
‘Strategy and innovation’ is the heading of this web page. It is a sensible heading, as the two terms are often mentioned in one breath. But why? A strategy is definitely not an example of an innovation and an innovation is not an example of a strategy.
The reason, obviously, is that a good strategy for the year 2020 always includes innovations. When it comes to the implementation of a modern strategy, there is a lot to innovate in the process of implementing the strategy to achieve the goal of the strategy at all (for example: turnover doubling or world domination).
It all sounds abstract and it is, so let's make it concrete. Consider an Internet platform like Facebook. If this company were to choose a new strategy, you know that for the platform, the website, this would lead to dozens if not hundreds of adjustments and innovations. Innovations are then the solutions that have not yet been thought of.
How very different, by the way, innovation used to be. Back then, you thought of a product or a service, and you immediately came up with the idea how that product or service would be created. From A to Z, it was a sophisticated process. Nowadays, it is a matter of experimenting, of trial and error.
Does this trial and error also apply to strategies? At least in new business development, which is often the most adventurous side of a strategy, failure has become acceptable. At least, if failure means that from failure you move on to success. Because when it comes to strategies, times are merciless. Organizations that do not have a strong strategy and corresponding plan risk being quickly overtaken by competitors, old or new. There should be room for experimenting in this age of social innovation. But time is always limited – given that competitors are also feverishly trying to innovate. The objective these days is nearly always implementing digital transformation or a digital transition.
Disruptive innovation
With the advance of digitalization, strategies sometimes become such radically different concepts that they can disrupt entire sectors. This is called disruption and is the starting point for changing value chains. Disruptive innovations increasingly force companies to enhance and then maintain their agility. Agile organizations respond more easily and quickly to trends and developments in the market. Digitalization is nearly always at the heart of a new strategy, that much is clear. But there is more to it than that because our society is also changing radically in other ways. And finally, what about the effect of digital business processes and cloud computing, which facilitate working from home and support agile organizations?
Mission and Vision
In addition, consumers increasingly expect that companies and other organizations have a good story to tell: a story that pays attention to the environment, climate, stakeholders internationally and their own employees. Focusing on social impact is the overall theme, as it has also been named as an important theme by Management Scope, alongside diversity. Social impact usually comes down to sustainability, but socially acceptable policies, the ‘S’ of ESG (environmental, social & governance) are also becoming an increasingly important focus point for organizations.
Jeroen Dijsselbloem (Mayor of Eindhoven): 'Pursuing Collaboration Opens Up Huge Opportunities'
The significant development in the Brainport Eindhoven region means that, in the short term, everything is under pressure. ‘We need to develop a huge amount of infrastructure, and it should have been ready yesterday,’ says Mayor Jeroen Dijsselbloem, who actively seeks collaboration with businesses to address social issues. ‘Shared interests are at the crux of successful public-private partnerships.’
Read more
International growth is a spearhead for Achmea. The cooperative insurer wants to enter new markets with online insurance, among other things. ‘We are at the forefront of digitalization in the Netherlands and see opportunities in other countries,’ says director Robert Otto.
Since the COVID-19 crisis, the notion that the world is controllable has steadily faded into the background. We have entered an era of scarcity, prompting a reevaluation of how businesses, governments, and knowledge institutions can best collaborate. Johan Kerver of evofenedex discusses the three principles underpinning a new model for successful public-private partnerships.
Robert Otto (Achmea): 'I want to accelerate the growth of our international activities'
International growth is a spearhead for Achmea. The cooperative insurer wants to enter new markets with online insurance, among other things. ‘We are at the forefront of digitalization in the Netherlands and see opportunities in other countries,’ says director Robert Otto.
The world is not fully controllable, but public-private collaboration is
Since the COVID-19 crisis, the notion that the world is controllable has steadily faded into the background. We have entered an era of scarcity, prompting a reevaluation of how businesses, governments, and knowledge institutions can best collaborate. Johan Kerver of evofenedex discusses the three principles underpinning a new model for successful public-private partnerships.
Converging geopolitical, ecological and social challenges are inevitably drawing companies into the political arena. To avoid becoming a passive player in an unstable world, executives themselves must take a leading, visionary role, argue Marc-Jan Reumers and Pim Rossen of the strategic consulting firm Kearney. Sustainable ambitions and investments can not only serve as a compass but also offer the best opportunity for a fruitful public-private partnership.
The boardroom increasingly demands agility, strategic thinking, and decisiveness to tackle complex issues and strategic transitions. Interim management can play a meaningful role, says Hans Bongartz of Boer & Croon. Fifty years after its founding, the executive interim-management specialist is increasingly presenting itself in the C-Suite. This makes sense, as the boardroom is where Boer & Croon has always acted and been seen as a logical partner.'
The HR specialists at this roundtable discussion on employee well-being have a clear message: Do not haphazardly launch a new HR tool or a survey on employee well-being without a clear vision of what you aim to achieve and how it fits into the organization's strategy. ‘People need to know how their contributions align with the organization's goals.’
Sustainability as a Compass in an Unstable World
Converging geopolitical, ecological and social challenges are inevitably drawing companies into the political arena. To avoid becoming a passive player in an unstable world, executives themselves must take a leading, visionary role, argue Marc-Jan Reumers and Pim Rossen of the strategic consulting firm Kearney. Sustainable ambitions and investments can not only serve as a compass but also offer the best opportunity for a fruitful public-private partnership.
Hans Bongartz (Boer & Croon): ‘We Are Ready to Claim Our Seat at C-Level’
The boardroom increasingly demands agility, strategic thinking, and decisiveness to tackle complex issues and strategic transitions. Interim management can play a meaningful role, says Hans Bongartz of Boer & Croon. Fifty years after its founding, the executive interim-management specialist is increasingly presenting itself in the C-Suite. This makes sense, as the boardroom is where Boer & Croon has always acted and been seen as a logical partner.'
How Does Employee Well-being Fit Into Strategy?
The HR specialists at this roundtable discussion on employee well-being have a clear message: Do not haphazardly launch a new HR tool or a survey on employee well-being without a clear vision of what you aim to achieve and how it fits into the organization's strategy. ‘People need to know how their contributions align with the organization's goals.’
Frans Muller (Ahold Delhaize): ‘We Aim to Grow Faster Than the Market’
More than a decade ago, Frans Muller took on the role of CEO at the Belgian supermarket chain Delhaize. Under his leadership, the company merged with the Dutch Ahold, creating an internationally operating group. Muller reflects with pride on that merger but is first and foremost focused on the future, as shown in the recently presented group strategy update. ‘The core lies in the dimension of growth. We want to gain market share.’
Read moreMost read
Frans Muller (Ahold Delhaize): ‘We Aim to Grow Faster Than the Market’
Under the leadership of CEO Frans Muller, Belgian supermarket chain Delhaize merged with the Dutch Ahold. Muller reflects with pride on that merger but is first and foremost focused on the future, as shown in the recently presented group strategy update.
Harold Van Den Broek (Heineken): 'No Blank Cheques On ESG Designation'
Heineken's Chief Financial Officer, Harold van den Broek, is executing his strategic and sustainability agenda in a tumultuous climate of rising prices and pressured profit figures. According to the CFO, shareholder value creation will give way to stakeholder value creation.
The Strategic Importance of Employee Well-being
Joost Nelis (BAM Group): ‘We Aim to Be the Market Leader in Sustainable Construction’
Yvette Heijwegen (AS Watson): ‘Decision-Making With a Focus on Technological Flexibility’
Kitty Koelemeijer: ‘Becoming Future-Proof? Address The Supply Chain’
Gitte Kristiansen: ‘Absence Management Should Be on the Board Agenda’
Gerben Everts (VEB): ‘Do Not Let Financial Analysts Guide You’
The First 100 Days as Supervisory Director at ASML
Training and development, automation, and flexible career paths ... these are the knobs employers need to turn to prepare for the labor market of the future, according to our roundtable participants. At the same time, they note that the work environment will continue to change, even in ways that cannot be foreseen today. 'We will have to anticipate that again and again.'
The working environment of 2035 will be fundamentally different from that of today. To remain future-proof, employers need to work on robustness now, argue Hilde van der Baan and Gijs Linse of Allen & Overy. They identify five trends employers can capitalize on for sustainable success.
Working on Future-Proof Work
Training and development, automation, and flexible career paths ... these are the knobs employers need to turn to prepare for the labor market of the future, according to our roundtable participants. At the same time, they note that the work environment will continue to change, even in ways that cannot be foreseen today. 'We will have to anticipate that again and again.'
Recommendations for a Robust Labor Market
The working environment of 2035 will be fundamentally different from that of today. To remain future-proof, employers need to work on robustness now, argue Hilde van der Baan and Gijs Linse of Allen & Overy. They identify five trends employers can capitalize on for sustainable success.
Anne Megens (AWVN) on Big Future Risks in the Labor Market
This Is How To Make An Impact Toward 2030
'Batteries to bypass the capacity shortage on the power grid'
Allard Castelein: 'Why Do CEOs Not Better Convey Their Company's Value?'
Towards a Transparent, Resilient and Sustainable Supply Chain
