Our Support

Our support:

Ethics & Governance

  • Aligning business aims with ethical practice
  • Building and restoring organisational trust
  • Establishing a framework for sound ethical governance
  • Enabling ethical decision making at all levels
  • Developing a culture of support and challenge

“75 percent of those ages 18-34 expect their employer to take a stand on important issues affecting the country and their constitutional rights, including immigration, equal rights, and climate change, more than any other age group. In turn, the data suggests that employers who pay attention to taking a stand on such issues may have a recruiting advantage” – Glassdoor Survey 2017

“A Bad Reputation Costs a Company at Least 10% More Per Hire.” – Wade Burgess, Harvard Business Review 2016

“Reputation is estimated to account for a quarter of market value. Recent high-profile crises remind us of the impact of reputational damage, resulting in the destruction of market value and subsequent recovery costs. In 2015 a number of organisations lost over one third of their share value as a result of either poor management of an operational crisis event or a specific reputation issue”. – Deloitte 2016

Leadership

  • Top Leaders Programmes
  • Emerging Leaders Programmes
  • Expert to Leader Transition
  • First Line Manager Development
  • Individual & Team Coaching
  • Team & Board Facilitation
  • Team Dynamics & Team Culture
  • Leadership Profiling & Psychometrics
  • Managing Personal Growth & Behavioural Change
  • Business Mentoring

“63% of Millennials believe that their leadership skills are not being fully developed.” – The Deloitte Millennial Survey 2016

“Companies can warp their own ethical climate by pushing too much change from the top, too quickly and too frequently. Leaders reported having to implement staff reduction targets, and lead mergers and acquisitions. Some of these activities included inherent conflicts of interest; others simply caused leaders to have to act counter to their values (loyalty, for example). Many leaders felt poorly prepared for the dilemmas they faced and felt compelled to take decisions they later regretted”. – Christopher McLaverty & Annie McKee, Harvard Business Review 2016

“The successful-entrepreneur-as-difficult-person stereotype is so entrenched that many people assume these difficult traits are what cause entrepreneurial success. In fact, it’s far more likely that exceptionally talented people like Jobs, Getty, and Armstrong succeed despite these traits…While these “dark side“ behaviors don’t cause success, success can definitely exacerbate them. Success often strengthens the undesirable side of people’s personalities, perhaps because power lowers their motivation to positively manage their reputation. The more power and influence you have, the less interested you will be in pleasing other people and in keeping your dark side in check”. – Darko Lovric & Tomas Chamorro-Premuzic, Harvard Business Review 2018

Systems & Architecture

  • Organisational Architectural: Pillars of efficiency and creativity
    • Organisational Design
    • Organisational Capacity
    • Organisational Performance Metrics
  • Business Resilience/Agility
  • Talent Attraction, Assessment & Development
  • Structural Change
    • Growth
    • Merger / Acquisition
    • Consolidation / Downsizing

“Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.” Bill Gates

“The successful organisation of the future will be agile, diverse and possess a global corporate mindset. The biggest challenge around this is changing mindset and skill set; it’s about businesses being willing to shift out of their current silo thinking, and consider mobile working, virtual working and virtual teams, bringing together the best people wherever they are in the world.” Dr Linda Holbeche 2018

Culture

  • Cultural Audit: identifying the seen and unseen elements
    • ‘The way we say we get things done’
    • ‘The way we really get things done’
  • Clarifying shared Purpose, Values and Beliefs
  • Aligning Purpose, Values and Culture with Strategic Intent
  • Identifying Drivers for Cultural Change
  • Supporting behavioural shifts; Intent, Application and Effectiveness

“If you are lucky enough to be someone’s employer, then you have a moral obligation to make sure people do look forward to coming to work in the morning”.– John Mackey, Whole Foods

“Corporate culture is the only sustainable competitive advantage that is completely within the control of the entrepreneur. Develop a strong corporate culture first and foremost”. –  David Cummings, Co-founder of Pardot

“Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization’s makeup and success — along with vision, strategy, marketing, financials, and the like… I came to see, in my time at IBM, that culture isn’t just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value”. – Louis V. Gerstner Jr. former CEO of IBM