Challenge

A rapidly expanding group of Belgian and Dutch IT companies had been brought together through a private‑equity buy‑and‑build strategy. Although each company had built strong capabilities in its own niche, the group lacked a shared direction. Every organization maintained its own culture, commercial priorities and ways of working, which led to fragmented decision‑making and limited cooperation between business units.

As the group prepared for its next phase of growth, it became clear that the absence of a unified ambition made it difficult to communicate a clear value proposition, integrate operations and realize the advantages expected from the acquisition strategy. A collective narrative and a coherent competitive position were needed to guide the transformation from a set of individual companies into one future‑ready organization.

Approach

We began with an extensive discovery effort across the companies. Through twenty executive interviews, we gained an in‑depth understanding of the ambitions, strengths and challenges within each business unit. From these sessions, eleven strategic themes emerged that were consistently identified as critical to the group’s future success. These themes reflected internal priorities as well as the broader trends shaping the IT market.

To validate and enrich these insights, we conducted a comprehensive benchmark of fifty‑five competitors across Belgium, the Netherlands and surrounding regions. By examining their strategic focus areas, positioning choices and technological strengths, we created a clear view of the competitive landscape and the opportunities still available for the group.

With this fact‑based foundation, we brought a leadership team of ten key decision‑makers together for a series of strategic working sessions. These workshops created the space needed to discuss differences openly, align perspectives and evaluate the desired ambition level on each of the eleven themes. Through structured dialogue and collaborative analysis, the leadership team defined a shared ambition that reflected both collective strengths and the group’s future potential.

Building on these aligned ambitions, we shaped the group’s Impact Promise. This narrative captured the essence of what the group stands for, the value it aims to create and the identity it wants to project to customers, partners and employees. The Impact Promise became a unifying storyline that links ambition to action and guides future strategic choices.

Impact

The group is now moving forward with clarity and cohesion. The shared ambition provides a common reference point for strategic decisions, prioritization and cross‑company collaboration. The Impact Promise strengthens the group’s identity and supports consistent communication to the market.
By establishing a unified direction, the group has laid the foundation for a more integrated operating model, a clearer commercial strategy and a stronger culture of collaboration. What once operated as a collection of separate companies is now evolving into a coherent organization with a shared purpose and a clear path toward accelerated growth