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.
Willemien Terpstra (Gasunie): ‘Setting up new energy systems is the only way’
In 2025, hastening the energy transition is not only necessary to stop climate change. A green economy also strengthens Europe’s strategic autonomy. Under the leadership of Willemien Terpstra, Gasunie is building a future energy system. ‘We are at a tipping point, and we want to keep the industry on board.’
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Better cooperation in the chain, innovation and consistent European policy are needed to accelerate the sustainable food transition, according to the experts from Corbion, Unilever and Ahold Delhaize at our roundtable. They know better than anyone that interventions are needed to create a resilient, agile European food chain. Their own role when facing huge challenges such as reducing emissions at partners in the chain, often comes down to advancing one small step at a time. ‘Sometimes you have to start small and simply keep moving forward.’
Donald Trump's second term has begun with a barrage of rhetoric about import tariffs and trade barriers. What the actual changes to the United States' trade policy will be, is less clear. Marc ter Haar, executive director of the American Chamber of Commerce in the Netherlands, discusses how Dutch companies that export to the US can best deal with the uncertainty.
Interventions are needed for a resilient food chain
Better cooperation in the chain, innovation and consistent European policy are needed to accelerate the sustainable food transition, according to the experts from Corbion, Unilever and Ahold Delhaize at our roundtable. They know better than anyone that interventions are needed to create a resilient, agile European food chain. Their own role when facing huge challenges such as reducing emissions at partners in the chain, often comes down to advancing one small step at a time. ‘Sometimes you have to start small and simply keep moving forward.’
Trading with the US remains possible despite turbulent times
Donald Trump's second term has begun with a barrage of rhetoric about import tariffs and trade barriers. What the actual changes to the United States' trade policy will be, is less clear. Marc ter Haar, executive director of the American Chamber of Commerce in the Netherlands, discusses how Dutch companies that export to the US can best deal with the uncertainty.
Supervisory directors are notoriously risk-averse and compliance-oriented. However, to transition to a more sustainable and humane economy, necessitates them to also see themselves as guardians of the future, argue participants in this roundtable discussion. ‘It is incredibly important for supervisory directors to engage with what the organization stands for and where it wants to go to. Our primary role is to choose leaders who can shape that path.’
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.
Companies and governments are inter-dependent for enabling and accelerating the sustainability transition, is the view shared by the three executives participating in our roundtable discussion on how public-private collaboration can advance the transition. ‘Executives now have a far wider responsibility than only towards their own organizations.’
The Supervisory Director as Guardian of the Future
Supervisory directors are notoriously risk-averse and compliance-oriented. However, to transition to a more sustainable and humane economy, necessitates them to also see themselves as guardians of the future, argue participants in this roundtable discussion. ‘It is incredibly important for supervisory directors to engage with what the organization stands for and where it wants to go to. Our primary role is to choose leaders who can shape that path.’
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.
‘The Public-Private Partnership Has Evolved Into an Ecosystem’
Companies and governments are inter-dependent for enabling and accelerating the sustainability transition, is the view shared by the three executives participating in our roundtable discussion on how public-private collaboration can advance the transition. ‘Executives now have a far wider responsibility than only towards their own 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.’
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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.
Frans Muller (Ahold Delhaize): ‘We Aim to Grow Faster Than the Market’
Hans Bongartz (Boer & Croon): ‘We Are Ready to Claim Our Seat at C-Level’
How Does Employee Well-being Fit Into Strategy?
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’
At Unilever, partnerships, joint innovations and cost reductions should lead to sustainable business performance and satisfied shareholders, with the planet as the ultimate winner. Willem Uijen, Chief Procurement Officer and architect of the new sourcing strategy: ‘Our R&D department is well advanced with the plastics program.’
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. ‘It has become imperative to take good care of the entire environment in which your company operates.’
Willem Uijen (Unilever): ‘We Pursue Procurement With Purpose’
At Unilever, partnerships, joint innovations and cost reductions should lead to sustainable business performance and satisfied shareholders, with the planet as the ultimate winner. Willem Uijen, Chief Procurement Officer and architect of the new sourcing strategy: ‘Our R&D department is well advanced with the plastics program.’
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. ‘It has become imperative to take good care of the entire environment in which your company operates.’
Carin Gorter: ‘Look at Opportunities as Well as Risks in Companies’
Working on Future-Proof Work
Recommendations for a Robust Labor Market
Anne Megens (AWVN) on Big Future Risks in the Labor Market
This Is How To Make An Impact Toward 2030
