The social housing sector in the Netherlands has set itself the challenging task to transform 100,000 social houses in a timespan of seven years to zero-energy-usage homes. Six social housing associations and four construction companies are involved in this transformation process. The social housing associations have taken responsibility to provide the required houses, whereas each construction company has committed to develop its own zero-energy-usage transformation concept. The challenge is to come up with an integral zero-based energy concept that can be implemented on a large scale and assembled in a very short time frame. To realize the agreed transformation target, the construction companies will need to take various strategic decisions. This varies from decisions on their concept proposition and consequently the design, the production and the assembly of the concept to the selection of their innovation partners. Until now it is rather unclear which decisions have the most impact on the eventual successful development and realization of the intended transformation concepts. Therefore, the aim is to identify in a comparative analysis the most influential decisions and analyze how the decision making style – intuitive versus rational – influences the intended transformation outcome. In a second study the assembly process of the four competitive transformation concepts are evaluated on their respective potential for timely, efficient and large scale production of the transformation concepts.