1. The document discusses strategy development in an innovative organisation and provides lessons learned. It emphasizes sticking to your strategy until needing a new one, and that people make the difference more than ever as intellectual efforts become more important than physical efforts. 2. A key lesson is developing a sales pitch focused on recruitment. It also stresses choosing the right key performance indicators, such as added value per employee, and applying them during difficult times like an economic crisis. 3. Later lessons discuss leveraging brains through sharing technologies, business models, and processes, ensuring growth is relevant by focusing on increasing added value per employee, and "tipping the strategy pyramid" to move markets with impactful technology addressing global trends.

1. Strategy development in
an innovative organisation
Enschede
November 17th 2012

20. Lesson I:
stick to your strategy…
… until you need a new one

21. version 5.03
new release of
our philosphy

22. from hardworking
to inventive
from inventive
to innovative
from innovative products
to market positions

23. Lesson II:
people make the difference…
… people differ more and more

24. physical efforts
intellectual efforts
potential employees

25. Lesson III:
develop a sales pitch …
… focused on recruitment

26. The 10,000 hour
rule

27. What do you get for your 10,000 hours?
How to get
things done in
a big organization.

28. What do you get for your 10,000 hours?
How to get
things done with
limited resources.

29. What do you get for your 10,000 hours?
How to be the
one-eyed man
in the land of blind.

30. What do you get for your 10,000 hours?
Learn to be an
entrepreneur.

31. Definition Entrepreneurship: :
1. to take upon oneself
2. to put oneself under obligation
to perform

32. Lesson IV:
from an entrepreneurial company…
… to a company of entrepreneurs

39. Andries Jan Oosterhof Nedap China
Marketleader
Electronic Sow Feeding

41. A n d r é F o e ke n Moves
Within two years
B a r t t e n B r i n ke marketleader care planning

42. A n d r é F o e ke n CAREN
Introduction new
portal informal care

43. A n d r é F o e ke n CAREN
Development and design
in Asuncion, Paraguay

44. Lesson IV:
choose the right KPI

45. Key Perfomance Indicator
ROACE EBITDA
EBIT
ROCE Revenue Growth
Cashflow
Earnings per share
Economic
EBITA Value Added
Stock price
ROE

46. Our Key Performance Indicator:
added value per employee

47. Business model
Consultancy Projects Products
risk
reward

48. Applying the KPI during the 2009 crisis:
Focus on the right markets
Focus on the right activities

49. Lesson V:
Do the google test

51. Nedap’s sales network

52. Lesson VI:
It is no longer about economies of scal
… but about economies of brains

53. Leveraging brains

54. Leveraging brains
Nedap solid foundation:
Sharing of technologies
Sharing of business models
Sharing of processes

58. Lesson VII:
It is all about growth…
… so be sure to go for relevant growt

59. Our Growth Model
Focused on growing
the added value per employee

61. Growth of added
value per employee

63. Growth of added
value per employee

66. Lesson VIII:
Tip the Strategy Pyramid

67. The Strategy Pyramid
Challenges enrich life
Developing customer value

68. Tip the Pyramid
Moving markets with
technology that matters
Attract top talent and
give them purpose,
power and possibilities
Develop, manufacture and
sell
powerful propositions to
capture markets

69. Agri
Security
Well positioned to
benefit from the
Energy
world wide
megatrends
Healthcare
Water