We translated the 2026 strategic framework into concrete actions and milestones in a co-creative process. Thus, ownership, energy and strategic focus grew throughout the organisation.
Portaal is a Dutch housing corporation committed to resilient neighbourhoods, quality housing and affordable housing. In the regions of Arnhem, Nijmegen, Amersfoort, Utrecht and Leiden, they rent homes to more than 100,000 residents.
Their mission goes beyond bricks and mortar: Portaal works to create neighbourhoods where people feel at home, look after each other and live together. To this end, the organisation works intensively with residents, municipalities and social partners.
How do you translate a broad strategic framework into a concrete and supported annual plan?
Portaal wanted to bring more focus to its strategic direction and steer more firmly on results. Faced with major societal challenges, such as the housing shortage and social inequality, the organisation was looking for a way to improve its business strategy concrete. The goal was a clear annual plan that built on the strategic framework 2026, gave direction to the five pillars of the strategy, and at the same time ownership and cooperation within the organisation strengthened.
The challenge was to translate ambitions into realistic, measurable actions without losing energy or commitment. In doing so, the complexity of the tasks required multidisciplinary collaboration and leadership in change.
GroupMapping designed and supervised an innovative strategy-in-motion-process, made up of two intensive Annual Plan days and interim work-out time.
During these days, over 70 executives, consultants and specialists worked in cocreation on concrete strategic actions. Participants literally and figuratively walked around the room, exchanging perspectives and working together on a shared set of priorities.
Preparation consisted of three 2.5-hour design sessions in close cooperation with Portaal's core team. These organisational change was built step by step, with each session providing space to reflect and adjust.
After the first day, the programme was immediately adjusted based on feedback - an example of agility and leadership in change.
The result was an energetic, substantive and people-oriented approach in which the strategy was made tangible.
The Annual Planning Days produced a jointly created annual plan that was widely embraced by the organisation. Participants felt ownership of the outcomes - they own what they create.
The approach brought three clear results:
The impact did not go unnoticed: the approach sparked interest among other housing associations and is being adopted by Portaal itself for 2026. Thus, the organisational strategy not just a document, but a movement in which everyone contributes to the direction.
