Occasion
In a driven R&D team at TNO, the team leader faced the challenge of preventing disappointment and demotivation despite frequently saying 'no' to ideas that didn't align with the organisational goals. The enthusiasm and abundance of innovative proposals called for a strategy to maintain team spirit and focus on projects that add value to the organisation.

Our Solution
By asking targeted questions, we discovered what the team leader could say "yes" to: ideas involving sensors in home automation, on a small or large scale. For other proposals, "no" was the answer. To help the team remember the strategic focus, we placed a physical dollhouse on his desk. If a team member had an idea that fit within this framework, a direct "yes" followed. If it didn't fit, it was "not now, but possibly with a different focus." This approach creates an inclusive environment that values ideas while directing attention to the real goal. An effective approach for positive collaboration and goal-oriented work.

Result
Team members now think more thoroughly about their ideas, reducing the need for the team leader to say "not now" as often and making conversations more enjoyable. Our solution addressed the problem and promoted creativity and collaboration. As a result, the organisational culture received a positive boost.

Occasion
Colruyt replaced the various customer cards within their own group (Colruyt lowest prices, OKay, Bio-Planet, Spar Colruyt Group, Collect&Go, DreamLand, Dreambaby, ColliShop, and DATS 24) with one: the Xtra card. But how do you ensure that the interests of the group members didn't hinder the improvement of customer experience and the increase in organisational profit?

Our Solution
The key to success lay in finding the balance between the various interests and creating a shared vision. For acceptance, we didn't use a hard push, but instead developed a powerful strategy that fostered a sense of shared identity. An important part of this was collecting big data so that the subsidiaries could see the added value of the card.

Together with the team, we coordinated the ambitious project and synchronized the various teams with their diverse goals and preferences. It was essential to ensure that all teams were aware of each other's goals and contributed to the overarching success of the project.

Result
A successful launch of the customer card with 3.7 million consumers and strengthening of the common identity. Ultimately, the project served as a blueprint for promoting collaboration and achieving common goals within the complex retail environment.

Occasion 
For a professionalization drive, Land van Horne was seeking guidance for the 9 teams responsible for district nursing. With the organization's mission and vision in mind, they needed to reflect on their work approach. They asked us to assist them in this endeavor.

Our Solution
Using concrete practical examples, we linked the organization's goals to those of the teams. They determined what should primarily remain, what could be let go, and what should be added. We broke down the goals into tangible small steps and made agreements on what they would do if the steps were taken correctly, but also if they weren't.

The common thread during the sessions was improving inter-team communication. So, we also focused on everyone's strengths and pitfalls, allowing team members to experience the value of diverse perspectives within a team and practiced giving feedback.

Result At the end evaluation, we heard, 'You've set something in motion!' The 9 teams, each with their own objectives contributing to the organization's goal, received their own team canvas as a handy reference tool. With concrete tips and advice on how to best integrate these steps, team members and leaders have ample tools at their disposal.

Occasion
At the request of the members of PoZoB, a second investigation was conducted into the possibilities of a future-proof ICT system for all affiliated practices. The first attempt had not gone well: general practitioners did not feel involved and did not agree with the proposal. They asked us what needed to be different the second time to avoid a repeat of the situation.

Our Solution
The first step in fully involving general practitioners in the decision-making process was to invite them as users to participate in discussions, thinking processes, and decision-making. Using the SCRUM method, we together defined 8 phases. After each phase, there was a go/no-go moment, and everyone was informed and challenged to think about the future of general practice in various ways.

We collected wishes, requirements, and ideas and combined them with organizational goals. We visualized the possibilities and explored all possible scenarios. Using storytelling, we presented the future of general practice. Here, all elements came together, concluding the joint quest.

Outcome
During the General Assembly, the proposal to gradually reduce the support from 7 to 2 HIS systems (General Practitioner Information System) over the coming years was approved with an overwhelming 89% of the votes

Occasion
Avoord faces the ongoing challenge of strengthening their team with enthusiastic individuals. They asked us how they could transform passive candidates into active applicants, with a specific focus on two job profiles, preferably within a timeframe of 6 months.

Our Solution
Our solution began with a targeted analysis, inventorying and utilising Avoord's existing resources. In-depth knowledge of the target audience and Avoord's unique characteristics formed the basis for a compelling campaign. We also encouraged current employees to actively contribute to recruitment efforts.

For the online media strategy, we relied on the expertise of VONQ. They translated this strategy into various channels, closely following the AIDA funnel. Together, we monitored real-time performance and optimised communications for maximum success.

Outcome
Within just three months, we successfully achieved our goal. Therefore, it's no surprise that Avoord is submitting this exceptional campaign for the National HR Healthcare Award, whose theme for 2024 is 'rethinking'. Considering the forecasts indicating a future decrease rather than an increase in the demand for healthcare personnel, it has been decided to continue the campaign for at least another three months. We are convinced that 'the best is yet to come.'...

Occasion
"It's such a great product. How do we ensure that everyone sees that?" That was the question from From Boer, an innovative lettuce grower. They asked us how they could convey their passion for the product to consumers with the aim of expanding their market reach.

Our Solution
We went back to the essence of the organisation and developed an identity that aligns with it and highlights the versatility of the product. It was clear that we needed to look at things differently because research showed that lettuce is primarily associated with women, health, slimness, summer, and side dishes.

So, together with a renowned recipe developer, we launched #NaturallyAlsoForSalad. Recipes were developed to demonstrate the versatility of head lettuce, including lettuce ice cream, lettuce cake, lettuce croquettes, and lettuce pesto. We used the same research group as a test panel and as early adopters and influencers of the concept.

Outcome
Our strategic plan, including thoughtful communications and packaging, transformed From Boer's head lettuce into not just a product, but an experience. Several recipes featuring their lettuce in the spotlight also gained media attention. And it's remarkable to see progress being made with Jumbo Supermarkets to include the pesto in their assortment.