From strategy to execution: the new governance model

The world around Arbo Unie is changing at pace. Client needs are shifting, and external developments such as digitalisation and evolving legislation in occupational-health services demand continuous adaptation. To stay relevant and future-proof, Arbo Unie decided to renew its strategy. Together with Jester Strategy a clear course was developed that sets direction for the organisation and makes clear choices for the coming years.

But a strategy is only powerful when it truly comes alive in the organisation. For Arbo Unie that means, on the one hand, realising fundamental change on a number of strategic themes such as digitalisation and renewal of services. On the other hand, day-to-day steering on results and quality remains fundamentally important, in the interest of both the client and the organisation. That is why Jester Strategy helped Arbo Unie not only to formulate the strategy, but also to translate it into a steering model.

To monitor and realise the strategy, a steering model was designed. It balances running the day-to-day operation with delivering larger strategic change. The planning and control cycle forms the backbone, with quarterly meetings and reports that create a continuous rhythm of planning, executing, evaluating and adjusting.

For day-to-day steering, departments and teams use the OGSM method (Objectives, Goals, Strategies, Measures). This translates strategic objectives into concrete actions and measurable results. The outcome is a transparent, clear system in which Arbo Unie can remain both adaptable and stable.

The fundamental renewal is organised through a change engine. It works along agile principles and ensures that the major change projects are picked up quickly and in a multidisciplinary way. Importantly, the results of that renewal feed back into and reinforce the daily operation, creating a continuous process of learning and improvement.

Jester Strategy's tooling gives the Arbo Unie board insight into the progress of major change projects as well as an overview of the status of all OGSMs across the organisation. This allows the executive board to steer purposefully, keep priorities sharp and create coherence between strategy, execution and renewal.

What Arbo Unie particularly valued in the collaboration was the combination of sharpness and pragmatism. Jester Strategy helped not only with the substantive choices, but also translated them accessibly to the shop floor. Teams got a grip on their contribution to the strategy, and managers experienced greater coherence between vision, objectives and daily execution.

The intensive collaboration, characterised by openness, trust and short lines, meant that big steps were taken in a short time. Staff felt genuinely heard on their practical experiences, and the model was not imposed but shaped together. That boosted both buy-in and enthusiasm to get to work with the strategy.

Arbo Unie now has a learning, future-oriented steering system in which continuous improvement, renewal and delivering valuable services go hand in hand. Thanks to the collaboration with Jester Strategy there is not only a clear strategy, but also a solid foundation to keep delivering that strategy, and to keep responding flexibly to whatever the future brings.