{"id":5292,"date":"2026-01-22T09:15:35","date_gmt":"2026-01-22T09:15:35","guid":{"rendered":"https:\/\/groupmapping.org\/?p=5292"},"modified":"2026-01-22T09:15:35","modified_gmt":"2026-01-22T09:15:35","slug":"alles-is-in-beweging","status":"publish","type":"post","link":"https:\/\/groupmapping.org\/en\/everything-is-in-motion\/","title":{"rendered":"Everything's on the move."},"content":{"rendered":"

Tommes Snels:<\/p>\n

”Alles is in beweging!”<\/h1>\n

For over 20 years, I have been working with organisations on change. Not by making even better plans, but by bridging the gap between strategy and execution. Driven by a human-oriented philosophy, we help to really roll Groupmapping strategies. Curious how? Read more or contact us.<\/p>\n


\nContact Tommes
\n<\/a><\/p>\n

The human being behind the work<\/h2>\n

For those who may not feel like digging through my LinkedIn profile: Tommes is my first name, I'm fast from behind and I've been dealing with all kinds of big and smaller changes in organisations for over 20 years. In Europe and even Australia, I (we, at Groupmapping) never do that alone and always from a very rich philosophy and methodology, focused on people and collaboration (very flatly put). Matt and Gail Taylor are the founders of this and in which many different methods and approaches come together.<\/p>\n

Full gas in the year<\/h2>\n

We flew out of Groupmapping 2025 and got on full gas 2026, so I wondered at the end of the first weeks where that huge bucket of energy I feel came from.<\/p>\n


The first few weeks of this year were characterized by a large number of extremely interesting conversations, within our ongoing projects but also with new faces for us. From different organisations that are facing a challenge. And whether it was \"upcoming re-evaluation of the strategy,\" \"the putting into operation of the strategy,\" \"the shaping of a fundamental transformation\" or \"the speeding up of the project,\" each time came up with a number of things: mobility, resilience, decision-making power and humanity and \"what should we do with AI?\"<\/p>\n

Not bad, considering that organisations are the construct in which people work together...<\/p>\n

A world that demands more from us<\/h2>\n

It may have been chewed out quite well by now, but that is why it is still true: the world we live in is more fragile, more insecure, non-linear and incomprehensible than ever before. And that has a direct impact on man. In private life and of course in work. Trust, energy, experience and (personal) leadership are very important in my opinion to be able to cope with this demanding world.<\/p>\n

Look back to see patterns<\/h2>\n

During my out-the-window-view reflection I once thought of diving into our projects over the past ten years, looking for patterns and red wires. I didn't just do that, but our friend Gemini helped me to do that (with an average of 70 projects a year, that was just too much for my limited processing capacity). And there were already some interesting insights. Understanding that I then started to check out in the world web world and again I was happy with our friend (NB: we work with a secure version).<\/p>\n

The gap between strategy and execution<\/h2>\n

This came out, among other things:<\/p>\n


\"The gap between strategy and execution is one of the most studied but least solved problems in management science. From an in-depth analysis of the top 10 global studies and frameworks, a clear, overarching conclusion emerges: the execution gap is not a primary technical, process-based or intellectual problem. It is a fundamental human, cultural and leadership problem. The most brilliant plans, the most advanced models and the most detailed project plans fail if they ignore the complex reality of organisational dynamics, human behaviour and the need for adaptive leadership.\"<\/p>\n

Let's check on my own assumptions.<\/h2>\n

I had to go back to my (a little elaborate) prompt, to make sure that I hadn't written it so that I would end up in the confirmation bias tunnel (\"See? I thought so!\"). The prompt was general enough, fortunately...<\/p>\n

The paradox of knowledge<\/h2>\n

Another conclusion was even more important to me:
\"We are confronted with the paradox of knowledge: we know more than ever about why strategies fail, and yet they continue to fail on a large scale. The failure rates of 70% to 88% have been shockingly stable for decades. This suggests that the challenge lies not in gathering even more knowledge, but in the courage, discipline and humility to consistently apply the well-known principles. Success requires a holistic approach that combines radical focus, light-foot execution, human-oriented implementation and disciplined leadership.\"<\/p>\n

\"\"<\/p>\n

Four recurring themes<\/h2>\n

Courage, discipline, humility. Typical human qualities. In addition, radical focus and ruthless prioritisation (theme 1) emerged from all research. Don't want everything, dare say no, focus and leadership are essential in that.<\/p>\n

Lightness and iterative learning (agile, so to speak, theme 2), in short cycles, aimed at adaptation based on new insights, are also very important. Again, typical of such a set of things that are part of our nature as a human being, but which are taught us from a very early age.<\/p>\n

A third theme that emerges from all research is human orientation and ownership. Human orientation in the development and execution of a strategy, ownership of the choices that must be made and their meaning (the why) appear to be successful. These three themes are about people, knowledge, skills, insight and above all cooperation.<\/p>\n

The fourth theme was also no surprise: disciplined control and visible measurement of success. A theme that offers a unique place for all kinds of frameworks, methods and approaches. Of course, these three themes can also be useful. Joint understanding, understanding and language are crucial within all four themes.<\/p>\n

A strategy that keeps moving<\/h2>\n

In one of those very interesting conversations I talked to my partner about what it takes to bring a strategy to life at a rapid pace.<\/p>\n


We have been preaching for years that a strategy has to roll, that you do not have to want to make a new strategy over and over again. And in that role all your people have to play a role. You build the bridge between strategy and result, in which brave leadership dares to make difficult choices. In which you involve all your people and dare to give your best talent a leading role. In which you realize that your organisation should not only perform, but should be able to adapt, to change when the context so requires.<\/p>\n

And then again, it's just people and how you help and support them in this, and that's exactly what we're happy to help with.<\/p>\n

Want to know more about us and\/or with our friend Gemini? Play with building a good prompt, but don't hesitate to give us a call.<\/em><\/p>\n

Scherper, sneller, slimmer:
\ndat wil ik ook!<\/h2>\n

<\/p>\n

We'd love to hear that.
\n<\/a><\/p>","protected":false},"excerpt":{"rendered":"

Tommes Snels shares how organisations will truly feel, understand and implement strategy. <\/p>","protected":false},"author":1,"featured_media":4560,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"gm_content_blocks":[{"layout_type":"text","block_title":"Tommes Snels","block_body":"Al ruim 20 jaar werk ik met organisaties aan verandering. Niet door nog betere plannen te maken, maar door de kloof tussen strategie en executie te overbruggen. Gedreven door een mensgerichte filosofie helpen we bij Groupmapping strategie\u00ebn echt te laten rollen. Benieuwd hoe? Lees verder of neem contact op.","block_image":0,"background_color":"c14b213","ribbon_color":"none","button_1_text":"Contact opnemen met Tommes","button_1_url":"https:\/\/www.linkedin.com\/in\/tommessnels\/","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"De mens achter het werk","block_body":"Voor degenen die misschien minder zin hebben m\u2019n LinkedIn-profiel helemaal door te spitten: Tommes is m\u2019n voornaam, Snels heet ik van achteren en ik mag me al zo\u2019n dikke 20 jaar bezighouden met allerlei grote en kleinere veranderingen in organisaties. In Europa en zelfs Australi\u00eb. Dat doe ik (we, bij Groupmapping) nooit alleen en altijd vanuit een hele rijke filosofie en methodologie, gericht op mensen en samenwerking (heel plat gezegd). Waarvan Matt en Gail Taylor de grondleggers zijn en waarin heel, heel veel verschillende methodes en aanpakken samenkomen.","block_image":0,"background_color":"secondary","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"Vol gas het jaar in","block_body":"We zijn bij Groupmapping 2025 uitgevlogen en \u2018vol gas\u2019 2026 ingestapt, waardoor ik me aan het eind van de eerste weken afvroeg waar die enorme bak energie die ik voel vandaan komt.\n\n
De eerste weken van dit jaar kenmerkten zich door een groot aantal ontzettend interessante gesprekken, binnen onze lopende projecten maar ook met voor ons nieuwe gezichten. Vanuit verschillende organisaties die met een uitdaging te maken hebben. En of het nu ging om \u201caankomende herijking van de strategie\u201d, \u201chet in operatie brengen van de strategie\u201d, \u201chet vormgeven van een fundamentele transformatie\u201d of \u201chet versnellen van het project\u201d, elke keer kwam een aantal zaken bovendrijven: beweeglijkheid, veerkracht, besliskracht en menselijkheid en \u201cwat moeten we nou met AI?\u201d.\n\nNiet gek, als je je bedenkt dat organisaties het construct zijn waarbinnen mensen samenwerken\u2026","block_image":0,"background_color":"c14b213","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"Een wereld die meer van ons vraagt","block_body":"Het is misschien inmiddels behoorlijk uitgekauwd, maar daarom nog steeds niet minder waar: de wereld waarin we leven is fragieler, onzekerder, non-lineairder en onbegrijpelijker dan ooit. En dat heeft direct weerslag op de mens. In het priv\u00e9leven en natuurlijk ook in het werk. Vertrouwen, energie, beleving en (persoonlijk) leiderschap zijn volgens mij van groot belang om deze veeleisende wereld het hoofd te kunnen bieden.","block_image":0,"background_color":"secondary","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"Terugkijken om patronen te zien","block_body":"Tijdens mijn uit-het-raam-kijk-reflectie bedacht ik me eens in onze projecten van de afgelopen tien jaar te duiken, op zoek naar patronen en rode draden. Dat deed ik niet alleen, daar hielp onze vrind Gemini me wel een handje (met gemiddeld 70 projecten per jaar was dat ook net iets te veel voor mijn beperkte verwerkingscapaciteit). En daar kwamen al best interessante inzichten uit. Inzichten die ik vervolgens ook in de wereldwijde webwereld ben gaan toetsen en wederom was ik blij met onze vrind (NB: we werken met een stevig beveiligde versie).","block_image":0,"background_color":"primary","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"De kloof tussen strategie en executie","block_body":"Er kwam onder andere dit uit:\n\n
\u201cDe kloof tussen strategie en executie is een van de meest onderzochte, maar minst opgeloste problemen in de managementwetenschap. Vanuit een diepgaande analyse van de top 10 mondiale studies en frameworks komt een duidelijke, overkoepelende conclusie naar voren: de executiekloof is geen primair technisch, procesmatig of intellectueel probleem. Het is een fundamenteel menselijk, cultureel en leiderschapsprobleem. De meest briljante plannen, de meest geavanceerde modellen en de meest gedetailleerde projectplannen falen als ze de complexe realiteit van organisatorische dynamiek, menselijk gedrag en de noodzaak van adaptief leiderschap negeren.\u201d","block_image":0,"background_color":"c14b213","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"Even checken op mijn eigen aannames","block_body":"Ik moest daardoor even terug naar m\u2019n (wat uitgebreide) prompt, om zeker te weten dat ik het niet zo geschreven had dat ik in de \u2018confirmation bias\u2019-tunnel terecht zou komen (\u201cZie je wel? Dat dacht ik al!\u201d). De prompt was algemeen genoeg, gelukkig\u2026","block_image":0,"background_color":"secondary","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"image-right","block_title":"De paradox van kennis","block_body":"Een andere conclusie deed nog meer met me:
\u201cWe worden geconfronteerd met de paradox van kennis: we weten meer dan ooit over waarom strategie\u00ebn falen, en toch blijven ze op grote schaal falen. De faalratio\u2019s van 70% tot 88% zijn al decennialang schokkend stabiel. Dit suggereert dat de uitdaging niet ligt in het vergaren van nog meer kennis, maar in de moed, de discipline en de nederigheid om de bekende principes consequent toe te passen. Succes vereist een holistische aanpak die radicale focus, lichtvoetige executie, mensgerichte implementatie en gedisciplineerd leiderschap combineert.\u201d","block_image":6263,"background_color":"c14b213","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"Vier terugkerende thema\u2019s","block_body":"

Moed, discipline, nederigheid. Typisch menselijke kwaliteiten. Daarnaast kwamen ook radicale focus en meedogenloze prioritering (thema 1) uit alle onderzoeken naar boven. Niet alles willen, nee durven zeggen, focus en leiderschap zijn daarin essentieel.<\/p>\n

Ook lichtvoetigheid en iteratief leren (agile, zeg maar, thema 2), in korte cycli, gericht op aanpassing op basis van nieuwe inzichten, blijken erg belangrijk. Ook weer typisch zo\u2019n setje dingen die onderdeel zijn van onze natuur als mens, maar die ons afgeleerd zijn, van jongs af aan.<\/p>\n

Een derde thema dat uit alle onderzoeken naar voren komt, is mensgerichtheid en eigenaarschap. Mensgerichtheid in de ontwikkeling en het naar executie brengen van een strategie, eigenaarschap van de keuzes die gemaakt (moeten) worden en de betekenis daarvan (het waarom) blijken tot succes te kunnen leiden. Deze drie thema\u2019s gaan over mensen, kennis, kunde, inzicht en vooral samenwerking.<\/p>\n

Het vierde thema was ook geen verrassing: gedisciplineerde sturing en zichtbare meting van succes. Een thema dat bij uitstek plek biedt aan allerlei raamwerken, methodes en aanpakken. Die bij de andere drie thema\u2019s natuurlijk ook nuttig kunnen zijn. Gezamenlijk inzicht, begrip en taal zijn binnen alle vier de thema\u2019s cruciaal.<\/p>","block_image":0,"background_color":"571bbcb","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"Strategie die gaat rollen","block_body":"In \u00e9\u00e9n van die ontzettend interessante gesprekken had ik het met m\u2019n gesprekspartner over wat er dan voor nodig is om bijvoorbeeld een strategie in hoog tempo tot leven te wekken.\n\n
Wij prediken al jaren dat een strategie moet rollen, dat je niet steeds weer \u2018een nieuwe strategie\u2019 moet gaan willen maken. En in dat rollen al je mensen een rol moet laten spelen. De brug tussen strategie en resultaat bouw je samen, waarin moedig leiderschap moeilijke keuzes durft te maken. Waarin je al je mensen betrekt en je allerbeste talent een hoofdrol moet durven geven. Waarbij je je realiseert dat je organisatie niet alleen moet presteren, maar vooral in staat moet zijn zich aan te passen, te veranderen als de context daarom vraagt.\n\nEn ook dan gaat het simpelweg om mensen en hoe je hen hierin helpt en ondersteunt. En dat is nou precies waar wij graag bij helpen.\n\nBenieuwd naar nog meer inzichten, van ons en\/of met behulp van onze vrind Gemini? Speel vooral zelf met het bouwen van een goede prompt, maar schroom ook niet ons een belletje te geven.<\/em>","block_image":0,"background_color":"secondary","ribbon_color":"none","button_1_text":"","button_1_url":"","button_2_text":"","button_2_url":""},{"layout_type":"text","block_title":"Scherper, sneller, slimmer: dat wil ik ook!","block_body":"

Neem contact met ons op om samen de mogelijkheden te verkennen.<\/p>","block_image":0,"background_color":"c14b213","ribbon_color":"none","button_1_text":"Dat horen we graag","button_1_url":"\/contact\/","button_2_text":"","button_2_url":""}],"footnotes":""},"categories":[21],"tags":[],"class_list":["post-5292","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-actueel"],"yoast_head":"\nAlles is in beweging | Groupmapping<\/title>\n<meta name=\"description\" content=\"Ontdek hoe Groupmapping organisaties helpt om strategie voelbaar te maken en te vertalen naar beweging in de dagelijkse praktijk.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/groupmapping.org\/en\/wp-json\/wp\/v2\/posts\/5292\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" 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