Strategy development in the care sector

Pergamijn supports and advises people with an intellectual disability. As a mid-sized provider, Pergamijn is confronted with a lot of movement and change. The care demand is becoming more complex, society is changing, and more technology is available to support professionals. Reason enough for the board and the new management team to look at the future.

Pergamijn chose Jester's strategy approach, the Strategy CUBE, for a number of reasons. An important reason was Pergamijn's own role in strategy development. In Jester's approach it is crucial that the organisation itself is at the controls of strategy development. The board and management formed a "design team" that formulated answers to jointly agreed strategic questions in a series of meetings. Various expert teams with staff members provided input by running analyses. Trends were analysed and Pergamijn's organisational model examined. Interim results were shared with a broad delegation of staff in sounding-board sessions. By testing ideas and concepts inside the organisation at an early stage, crucial feedback was gathered and a good sense of support for decisions was obtained.

A second feature of the Strategy CUBE is the attention to good governance. In a strategy trajectory, how and when different bodies such as the Supervisory Board, the Client Council and the Works Council are involved matters enormously. The Supervisory Board has to approve the strategy in light of the interests of all stakeholders. At the start of the trajectory a lot of attention therefore went to design criteria. A test framework was developed together with the Supervisory Board. By making explicit how the strategy would be tested at the end of the trajectory, expectations for the design team were made clear. Alongside this, the various bodies were involved during the trajectory in stages: forming a picture, forming a view, and finally taking a decision.

In the strategy, Pergamijn takes a clear stance. In the short term the focus is on excellent operations. In the medium term, Pergamijn develops into a chain partner for life-course questions. From its own position and expertise, it contributes to seamless solutions throughout the life course of those needing care. In the longer term, Pergamijn positions itself as a product leader in the Wlz (Long-Term Care Act). Specialist expertise is an important basis for this. The new strategy enjoys broad support and enthusiasm among the board, management and staff.