Here are examples of our work, partnering with individual leaders and with teams and organisations. Some assignments are short term, some involve working alongside the client for up to a year or more.

Partnering with leaders

Chief Executive of a financial services organisation planning and implementing a smooth transition to the role of Chairman.

Head of a leading institution of further education seeking to implement significant organisational changes, including a new structure, as part of an ambitious strategy for growth.

A recently appointed MD on the divisional board of a bank, building her confidence and authority to make a full contribution at this level during a period of major change

Succession coaching for the Global Head of Finance for an international information company preparing for a greater leadership role within the business.

Country MD of an international private equity group seeking to optimise her contribution to the global development of the group whilst building the presence and reputation of the business within the country.

HR Director of large not for profit organisation who, having established a professional HR capability, was moving to a more strategic board level role.

Executive Director of a global investment bank, a high performer who, to realise his full potential, needed to address some poor communication and listening skills.

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Partnering with teams

UK Divisional Business Services Team

Designed and facilitated a two day kick-off event for a new operational management team. The aim was to establish a firm foundation from which they could become a high performing team making a significant contribution to operational effectiveness and to demonstrate, in very real and practical ways, their leadership capability.

IT Services Company

Coached the second tier of the leadership community of a financial services IT company, helping them significantly to widen their circle of influence in a system that undermined their confidence and freedom to act. One coachee described the intervention as “hugely valuable” and another as “the best personal development he had ever received”.

Global Finance Group

Over a 12 month period, worked with a small global team of Finance thought-leaders. Facilitated a Foresight process (C.K. Prahalad – ‘The Core Competence of Organisations’) to enable the team to envision what the Finance function might need to be like 10 years out. This process helped to set the direction for the function both in terms of business processes and career development interventions required to build capability within the Finance community across the globe.

National Media Company

We supported the leadership of a low margin business to change radically the internal and external perceptions of their leadership as measured in internal and external surveys, and as manifested in performance improvements. Over a period of nine months, in a conversation that tabled issues and possibilities that they had not previously considered, they reshaped their leadership practices for their people, customers, owners and themselves as a team. The CEO was delighted with the progress that they made.

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Partnering with organisations

FTSE 100 International FMCG Company

Worked closely with the Executive Directors of two newly-established global divisions to gain the buy-in of their recently appointed management teams and to implement a communications strategy in support of the group’s new operating framework.

International Electronics Merger

Helped the leadership team adopt a very different approach to the merger integration of another international electronics company. The team embarked on an intimate face to face conversation with their people on the future of the new organisation in a series of workshops for groups of 80 -90, generating a level of commitment and sharpness of implementation planning that they had not achieved in any of their previous merger efforts.

Global Telecoms Company

Part of a wide-ranging programme geared to helping the organisation become more agile and flexible. Our contribution was to support six pilot teams – some standing teams, some project teams, some virtual communities - to become more collaborative in the interests of improved performance. As well as securing good results for the pilot teams, the intervention produced a methodology for wider use and dissemination in the organisation.

Public Sector Research Council

As part of a two year HR Transformational programme, coordinated, selected and matched a team of 10 executive coaches to work with the HR Business Partner population within the Research Council (approximately 40 people in total). Each HRBP was receiving monthly training workshops in ‘HRBP skills and knowledge’ and the coaching was provided to enable each HRBP to understand and apply the new material given their own individual operating context. At the end of the assignment, we pioneered a process for exploring organisational themes and learning through facilitated conversation with the HR Director, using non-attributable data from the coaching sessions. This work was published as a joint piece with the client in the cipd magazine “Coaching at Work”.

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