Hartman, as a family owned company, is a well established and rapidly growing company, both in the Netherlands and abroad. In December 1998, the supervisory board approved the 1999-2002 strategic development plan. The main goal was to expand the solid base in the Netherlands and to become the European market leader both by organic growth and acquisitions. Hartman finds it highly important to find a balance between the interests of all stakeholders: employees, clients, shareholders and society at large. The starting point is a common interest of all stakeholders for a healthy and dynamic corporation which in a sustainable way invests in the continuation of its success. In order to realise this growth strategy, it is required to update the (internal) structure of the company and prepare staff for the next development phase. The new strategy can (in the terms of Hamel & Prahalad: Competing for the future) be characterised as ‘strategy as stretch’. This in contrast to the less ambitious ‘strategy as fit’. This new strategy requires a demand process of change, which together with STRATCH is launched under the name Hartman Vitaal.