Leadership Programme
An global bank wished to create a conherent programme of leadership development for their high potential senior managers focused on emotionally intelligent leadership. A big part of the initiative was about gaining ownership for the programme at an executive level and embedding it in the organisation.
Post-Acquistion Integration
Following the integration of two asset management companies there were problems of mutual understanding and co-operation. The legacy cultures remained essentially intact and too much energy was being dissipated in internal strife; there was even competition for business between the two legacy organisations.
Pharamceutical Cultural Shift
A world-wide pharmaceutical company with a clear vision and strongly shared core values needed to respond to wholesale changes to the NHS(National Health Service). The sales force needed to engage with a new set of buyers based in GP practices and hospital trusts. This required a significant shift in the attitudes, behaviours and cultural norms of the sales force.
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