Concrete resultaten

Corporate Interventies

Shell: implementation of the global retail concept in the Netherlands - 2006

The implementation a global retail concept ran into difficulty in the Netherlands. It was felt that a far too complex and legalistic approach was being taken. As a last resort, two independent creative and practical minds were appointed. Leverage worked with Prof. dr. A. van Weele to find an innovative solution within 4 weeks. This solution took the independent entrepreneur of the retail site as the starting point and balanced these instincts with the needs of the Shell organisation and its international brand. This Dutch solution influenced, in turn, the global implementation of the Shell concept.

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Eelerwoude: business plan development - 2007

The scenario discussions back in 1999 put Eelerwoude on a growth path. However, different activities pulled Eelerwoude in too many different directions. This created risks, in particular for its larger projects. Leverage assisted the directors and management team in selecting and focusing on high potential business areas, to enable organic growth from the natural strength of the company. Immediately after this exercise, Eelerwoude once more showed a steep growth-curve in the selected areas.

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Schoeller Arca Systems: scenario strategy project Wavin Trepak - 1997

After the management buy out, Leverage led the management team to explore - on the basis of the Shell scenario concepts - the uncertainties of an independent existence. Based on this exploratory information, Leverage then led the process to develop a flexible and robust strategy. This strategy has proven to be successful and eventually, over a period of 15 years, led to Schoeller Arca Systems (2007).

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MEDAS: leading negotiations for the split up of MEDAS - 2000

Leverage succesfully managed a group of medical doctors who wanted to break away from the founder of MEDAS. Leverage succeeded in bringing each and every doctor in line with a common policy, in achieving a unified position for the negotiations, and in maintaining this position and exploiting it during the negotiations.

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Scenario strategy project for Soja (Cape Town) - 1999

Leverage led the two directors of Solutions Technology to develop - using the Shell scenario concepts - a flexible and robust strategy to exploit the full potential of an innovative soya food technology.

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Eelerwoude: Scenario strategy project - 1999

Leverage led the discussion - lasting just one afternoon and evening - to develop, with the aid of the Shell scenario concepts, a flexible and robust strategy to achieve the full business potental of Eelerwoude.

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Scenario strategy project for economic development in the K-neighbourhood of Bijlmermeer - 1997

Leverage led the process to develop, using the Shell scenario concepts, a flexible and robust strategy to let small businesses flourish in the K-neighbourhood of the Amsterdam suburb of Bijlmermeer.

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Scenarios as basis for an election program for D66 Amsterdam - 1998

Leverage led the process to develop, using the Shell scenario concepts, a flexible and robust political program for the D66 party in local elections in Amsterdam.

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Scenario strategy project Arbo-service MedischConsult - 1998

Leverage developed, in direct contact with the owner/founder - and using the Shell scenario concepts - a flexible and robust strategy to help a small Arbo(Health and Safety)service succeed in a market which is dominated by large entities.

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Industrial Development Corporation: risk assessment & management project - 2005

Leverage is a member of the team that updates and assesses the risk profile of the Industrial Development Corporation in South Africa (its largest development bank is based in Johannesburg). Based on this update, Leverage then offers recommendations on how to manage these risks.

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