{"id":4972,"date":"2025-11-27T09:04:14","date_gmt":"2025-11-27T09:04:14","guid":{"rendered":"https:\/\/groupmapping.org\/?post_type=cases&p=4972"},"modified":"2025-11-27T12:10:49","modified_gmt":"2025-11-27T12:10:49","slug":"portal","status":"publish","type":"cases","link":"https:\/\/groupmapping.org\/en\/cases\/portaal\/","title":{"rendered":"Portaal"},"content":{"rendered":"
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Portaal<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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About Portaal<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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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.<\/p>


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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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The question<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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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 from plan to practice<\/strong> concrete. The goal was a clear annual plan that built on the strategic framework 2026<\/strong>, gave direction to the five pillars of the strategy, and at the same time ownership<\/strong> and cooperation within the organisation strengthened.<\/p>

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<\/strong> and leadership in change.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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''It remains very cool to see how much energy is released when you go from no concrete plans on the table yet to a full-fledged annual plan in two days together. The effect of being in a room together is special and is often undervalued. At Portaal, we again saw the added value in speed, power and enthusiasm of creating together, then you are all behind it''.'<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Iris van der Heijden<\/b><\/div>
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The answer<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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GroupMapping designed and supervised an innovative strategy-in-motion-process<\/strong>, 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.<\/p>

Preparation consisted of three 2.5-hour design sessions in close cooperation with Portaal's core team. These change isn\u2019t pushed top-down,<\/strong> 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<\/strong>.<\/p>

The result was an energetic, substantive and people-oriented approach in which the strategy was made tangible.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u201cYou very quickly and well grasped where we wanted to go, what was important to us and managed to translate that very well into a programme. We have really created something great that we can take forward as an organisation.\u201d<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Wike Wilbrink - Manager Strategy & Innovation<\/strong><\/div><\/div>
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The result<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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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<\/em>.<\/p>

The approach brought three clear results:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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