For the Brain Foundation, one question was central: how do you develop a strategy for the future in which the entire organisation recognises itself? In an inclusive strategy process, the organisation worked together on a supported course towards 2030, with room for perspectives from inside and outside the organisation.
For 35 years, the Brain Foundation has been committed to healthy brains for all. The Brain Foundation funds important scientific research, shares knowledge and develops initiatives that contribute to healthier brains and better treatment of brain disorders.
The goal is clear: keep brains healthy, treat disorders better and help people with brain disorders participate fully in society. And that is much needed. More than 4 million Dutch people live with a brain disorder. Think dementia, parkinson's, stroke, depression, migraine or brain injury after an accident. That is why the Brain Foundation continues to work every day towards the same goal: healthy brains for everyone.
The organisation was on the eve of a new strategic phase. With a new director, changes in the management team and new colleagues, there was a need to set a course that would provide direction for the coming years. At the same time, it was clear that this strategy would only be meaningful if the entire organisation could identify with it. The desire was to create a process in which staff, management and other stakeholders think together about the future of the Brain Foundation.
The central question therefore became: how do you develop a strategy towards 2030 that both gives direction and is supported by the entire organisation?
GroupMapping guided an inclusive strategy process in which the organisation worked together to chart the course towards 2030.
Together with the management team, the frameworks for the route and process were first defined. Then, a representative group of employees from different parts of the organisation was involved to give substantive direction to the strategy.
During joint sessions, the entire organisation engaged in a conversation about where the Brain Foundation wants to make a difference in the coming years and what focus this will require.
At the request of the Supervisory Board, the strategy was further structured using the Theory of Change model. The insights gathered earlier remained the basis for this. The strategy was then shared with the entire organisation and translated into concrete goals and priorities for the coming years.
The process yielded a number of important results:
This created not only a new strategy, but also a shared story that will guide the Brain Foundation's work in the coming years.
