The challenge

 

A robust infrastructure is vital to society. Think of our road networks, tunnels, bridges, and the systems needed for the energy transition. Ballast Nedam is a key player in this field — active in projects ranging from the A27 development to the construction and maintenance of bridges and tunnels, dyke reinforcement, and offshore wind farms.

To operate more decisively and effectively, Ballast Nedam decided to consolidate its infrastructure activities under one overarching division with a new go-to-market model. This new division consists of four business units, each with a clear focus on a specific market segment and full P&L responsibility. Synergies in market approach were within reach — as was a strong drive to improve the internal organisation.

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The Assignment & Solution

 

Together with the four-member divisional leadership team, we developed a multi-year strategic plan using the OGSM methodology. Three core themes were central to this:

• Growth and development of the four business units — focusing on brand strategy, new propositions, acquisitions, and strengthening positions in existing markets

• Internal organisational improvement — including implementation of a matrix structure, culture of continuous improvement, and optimisation of processes and ways of working

• Leadership and people development — with leadership, culture, and engagement positioned as accelerators of change

 

In a series of intensive working sessions, we established the strategic foundation and action plan together — from long-term ambition to tangible commercial and operational goals. This resulted in around 20 strategic initiatives to be launched within 12 months.

 

Governance: From Strategy to Execution

A strategy on paper is not yet a reality. That’s why we developed a robust governance model in parallel: How do we monitor progress? How do we ensure leadership and teams remain engaged? How do we assign ownership, resources, and accountability in a responsible way? And how do we ensure strategy becomes a way of working — not a yearly ritual?

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Together, we designed a tailored governance and communication structure suitable for the complexity of the new division. We also created a strategic narrative for the organisation and a clear presentation for executives and employees.

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The result

 

Ballast Nedam Infrastructure now has:

• A shared OGSM strategic plan with objectively measurable goals

• 20 strategic projects with clearly assigned project owners and timelines

• An effective governance structure to steer and track progress

• A compelling story to engage the organisation with the new direction

 

Perhaps most importantly: a foundation has been laid for an organisation where strategy is structurally embedded in daily operations — from the boardroom to project sites. The executive team now has the tools to delegate responsibility to the right levels without losing grip on progress and results. In time, strategic objectives can be linked directly to individual employee goals