From strategic course to workable plans

In 2025 KleinGeluk worked with Jester Strategy on sharpening the strategic course towards 2030. That course was also translated at the time into a multi-year OGSM action plan, which made the organisation's objective and strategic choices clear and concrete.

A good strategic plan on paper is valuable, but the impact lies in the application. The next step was therefore to bring the strategy to life in daily practice. Not as a standalone document, but as a compass for choices, collaboration and steering. That is why KleinGeluk started to implement and embed the OGSM method across the whole organisation. OGSM served as the connecting instrument between strategy and execution. Jester Strategy was allowed to guide this process too.

During a joint kick-off in August 2025, the basis was laid for the OGSM at organisational level. In this session we formulated a shared objective, explored strategic choices and defined the first actions and indicators. This meeting marked the starting point for a broader trajectory of depth and translation.

KleinGeluk deliberately chose a step-by-step and flexible introduction of OGSM. In close cooperation with the annual-plan working group, the annual plans were developed further at two levels:

– Level 1 (organisational level): The multi-year OGSM was translated into a concrete annual plan, complemented with measurable indicators and executable actions.

– Level 2 (departmental level): Management team members translated the central plan into their own departmental annual plans, matching their role and contribution to the organisational goals.

This step-by-step approach fitted KleinGeluk's culture: people-oriented, practical and with an eye for the reality of care.

The OGSM structure offered both grip and room. It helped teams and departments to bring focus, make choices and take responsibility for their contribution to the strategy. Annual plans became not an obligation, but a shared reference point for reflection, decision-making and course correction. By linking ongoing projects and initiatives, including the integration of the BOEG change programme, to the annual plans, overview and coherence emerged. In this way KleinGeluk took an important step in strengthening ownership and actually realising its strategic objectives towards 2030.