&samhoud clients

An insurance company that was chosen the best company to have introduced basic healthcare insurance in The Netherlands and then faced performance challenges due to the vast expansion of its customer base. Supported this client with ‘House in Order’ and ‘Vision and Strategy’.
 

Facilitated a process on employee satisfaction, including issues such as Openness, Identity, Core Values, and Customer Focus.
 

Customer’s request: transform a traditional, basic insurance company into a purely marketing and sales organization. &samhoud supported and facilitated this transformation through a broad vision and strategy process as well as leadership development for its executive and senior management.
 

Facilitated an employee satisfaction process, addressing questions on issues such as the Works Council, Internal Service Delivery, and Trust.
 

The most important assignment was to retrieve the organization’s passion. The choice was made to develop a vision and strategy, specifically for prison administration. Connecting prison administration, the governmental department and its partners in the chain resulted in a supported direction for the organization. It was included in the State Secretary´s strategic direction, which was then translated into a change program that has been executed by the organization.
 

Customer value, employee value and financial value were increased through the support of living through the vision, translation of the strategy and implementation of a new way of working based on the LEAN philosophy.
 

Facilitated a change process focused on enriching the vision and strategy and their implementation and anchoring in the organization.

&Samhoud assists Icare VVT by continuing to prepare the organization for the future through facilitating an improvement process in which an integrated approach has been taken to vision and strategy, leadership and LEAN. &samhoud also supports the increase in its capacity for improvement by training various groups of Icare employees.
 

A leadership program was developed and implemented by &samhoud for the ´Regulier´ department (1,000 employees). The most important objectives: 1) Strengthen the mutual relationships between management team members and 2) Better shape the connection between the vision of the organization and the individual employees.
 

Facilitation of vision development and an employee satisfaction processes.
 

Facilitation of a employee satisfaction process.

Vision development with KNVB´s referee corps and technical staff. Where is the corps heading? What do they want to achieve and which activities match this? In addition &samhoud assisted in the professionalization of its leadership: how do you professionally lead referees in the Netherlands?
 

In 2006 and 2007 &samhoud led a team and strategy development process for the Regulatory support department ‘s management team. In addition, 360-degree feedback was carried out for management and the multi-year change program for the whole organization achieved.
 

Leadership and team development in preparation for the merger between CFI and IBGroep into the Dienst Uitvoering Onderwijs (Service department for Implementation of Education).
 

&samhoud facilitated the development of a vision and strategy for NOC*NSF’s implementing organization. Subsequently &samhoud guided the organization in the translation of the vision and strategy into the organization’s multi-year work program and culture.
 

Facilitated a change process for the Information Management department: reorganization and vision/strategy development and implementation, with an emphasis on customer focus, restructuring, communication, Human Resource Management, and employee satisfaction.
 

Several projects have been carried out for Rabobank (since 1989) with varying degrees of intensity. At local banks particularly in the area of mergers and integration with a focus on integrating cultures by creating a joint future vision and strategy and strong leadership. At the national level, including the Food&Agri and Private Banking divisions, successful work was done on ‘Good to Great’-processes during which answers were found to key questions: “How can we increase the performance of this group of people even further?” and “How can we make the organization even more professional?”.

Supported the implementation and realization of the change program and handing over leadership of the change program to management. This led to several other questions, such as development of leadership to top management level, design and implementation of a method to work in a public-focused way, development of communication strategies and re-design of HR systems.
 

Created a ‘sense of urgency’ (adjusted expectations forced RIVM to change) and ‘sense of excitement’ (RIVM’s position will be strengthened) for the middle management change process. Attention was given to the role of middle management in the change process ‘Increased Insight in the RIVM of the Future’ (RIVM 2012).
 

Facilitation of an employee satisfaction processes, including questions on Leadership and Team.
 

Assisted with the development and implementation of vision and strategy, leadership development of its Top 70 staff, connection between several management layers, brand development (continued development of vision and strategy into one brand). Implemented the supported SENS working method that is connected with the vision and strategy formulated. All this would contribute to Syntrus Achmea’s audacious goal: “The benchmark in pensions: the first choice for customers and employees.”

Facilitation of an employee satisfaction process, including questions on a new organizational structure and organizational culture.
 

Facilitation of employee satisfaction and customer focus processes.

TNO ensures that scientific knowledge can be applied so that business and government are strengthened. At TNO’s Labour department &samhoud supported the development of multi-year department plans and the strengthening of mutual relationships.
 

TNT Express is an express delivery company. We advised the TNT Express board on vision, culture and communication of the vision during the demerger process with TNT Post. Organizing 15 visionworkshops, to involve employees around the globe in the vision process, were a main activity. After the visionworkshops we analyzed the results en tested them in a survey, both online as offline, in this way more than 3000 people were involved in the vision process.

We created connection between the members of the TNT Express board and between the TNT Express Board and the participants of the visionworkshops.

In retrospect we can proudly say we ‘delivered’ a lot of value.

&samhoud supported the Association’s headquarters in the development of a multi-year vision and strategy. This was needed because changes in its environment emphatically required a repositioning of its headquarters. Subsequently, &samhoud supported the implementation of the resulting changes in its structure and culture.
 

There was a need within the University to adjust the repositioning, vision and strategy for its support services. &samhoud facilitated this participative process in which a high number of employees and partners were involved. The result has been a new vision and strategy for both the support services as a whole and each of its individual departments.
 

&samhoud provided intense support to Zwitersleven as it worked to answer two key questions: “What do we want to achieve”, and “How are we going to achieve it?”.