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.’
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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.
Grid operators and network companies in the Netherlands are pulling out all the stops to connect a more sustainable Netherlands to the electricity grid. Meanwhile, the industry itself is grappling with massive personnel shortages. The three executives at our roundtable are positive about the energy transition, even though their job roles have changed beyond recognition. To achieve what seems like an impossible task, innovation, speed, and bold choices are essential. ‘We simply have to achieve it. We need to push forward.’
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.
Heleen Cocu-Wassink, Trudy Onland and Mariëlle Vogt: 'We need to learn to experiment'
Grid operators and network companies in the Netherlands are pulling out all the stops to connect a more sustainable Netherlands to the electricity grid. Meanwhile, the industry itself is grappling with massive personnel shortages. The three executives at our roundtable are positive about the energy transition, even though their job roles have changed beyond recognition. To achieve what seems like an impossible task, innovation, speed, and bold choices are essential. ‘We simply have to achieve it. We need to push forward.’
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.’
Employers’ responsibility for the well-being of employees is increasing, but conversely, employees must also contribute to the ‘well-being’ of an organization. Companies that manage to align their purpose with that of their employees hold the key to future success, according to Stefan Duran of the insurer elipsLife.
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.’
The Strategic Importance of Employee Well-being
Employers’ responsibility for the well-being of employees is increasing, but conversely, employees must also contribute to the ‘well-being’ of an organization. Companies that manage to align their purpose with that of their employees hold the key to future success, according to Stefan Duran of the insurer elipsLife.
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.’
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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.
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
Dominique Hermans (Randstad): ‘Labor Must Go Circular Too’
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.
What should and could companies do, and be willing to do, right now to still be ‘doing the right thing’ five to ten years from now? That question is the focus of this series by Management Scope in collaboration with Allen & Overy. Directors, entrepreneurs, representatives from civil society and other experts will have their say. With Anne Megens, director of policy & advice at employers’ association AWVN, we zoom in on what it means to be either employer or employee. ‘We really need to take learning and development much, much more seriously.’
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
What should and could companies do, and be willing to do, right now to still be ‘doing the right thing’ five to ten years from now? That question is the focus of this series by Management Scope in collaboration with Allen & Overy. Directors, entrepreneurs, representatives from civil society and other experts will have their say. With Anne Megens, director of policy & advice at employers’ association AWVN, we zoom in on what it means to be either employer or employee. ‘We really need to take learning and development much, much more seriously.’
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
These Three Non-Executive Directors Want To Accelerate The Supply Chain Transition
