Heijmans is a leading Dutch construction and development company, active in real estate, residential construction, non-residential construction, and infrastructure. Its strategy toward 2030 is built on five pillars: digitalisation, manufacturability, connection, team, and sustainability.

The Client Question

The question to &samhoud: how do we develop leaders who can credibly translate this strategy into practice? Leaders who strike the right balance between ‘run’ and ‘change’, bring their teams along, and accelerate organisational performance as a result?

Our Approach: Moving Forward Stronger, Together

For the business units Bouw & Techniek and Vastgoed, we developed the leadership programme Samen Sterker Vooruit (Moving Forward Stronger, Together). A three-step approach with a recognisable backbone and room for tailored design per business unit.

1. Insight into daily practice: We started with more than 60 in-depth interviews, observations, and desk research. This gave us a sharp view of what strategy execution requires in terms of behaviour, collaboration, and personal leadership—along with what might get in the way, from deeply rooted patterns and social norms to structures and KPIs.
2. Co-creation of content and language: Together with leaders and L&D, we prioritised development themes and designed interventions aligned with daily reality. From joint sessions to team development, individual coaching, and business breakthroughs directly on the work floor.
3. Learning across three pathways: We started with the executive teams and work along three tracks:

• Collective sessions for shared understanding and direction (covering themes such as aligned autonomy, emotional intelligence, ambidexterity, and AI literacy)
• Team sessions focusing on collaboration and ownership
• Individual development through intervision, 360° feedback, and skill labs

Early Results: Visible Impact

Although the programme is still in its early stages, the first outcomes are promising:

• Greater leadership awareness: Leaders feel a stronger sense of responsibility for their role and see leadership development as a key driver of improved performance.
• Concrete behaviour: Strategic ambitions have been translated into visible behaviour. Teams understand what needs to change today to achieve results tomorrow.
• Breakthroughs on complex issues: By diving deeper together, persistent bottlenecks have been addressed and solutions tested in practice.

These early results form a solid foundation for Heijmans to build on and reinforce confidence that the programme is truly contributing to delivering the strategy toward 2030.