A leading global commercial real estate organisation was alarmed by cultural challenges on a key account. Top of their concerns were employee's health, engagement and the resulting performance.

A global professional services firm recognised that it needed to increase the bench strength of its succession pipline to meet the company's growth ambitions, while maintaining its culture and values.

A Housing Association had a rigid approach to performance management, focused on narrow objectives, ignoring wider contributions and was not suitable for operational roles. The process for performance management was not fit for purpose and the managers did not have the skills or confidence to have honest or engaging performance and career conversations.

A facilities management firm was investing in a talent programme for emerging leaders to support the transition from technical competence to manager of others. However, only 10% of learners were achieving the ILM3 Institute of Leadership and Management qualification in leadership and management.

Cadent Gas wanted to lead the industry and shape the future of gas as a best-in-class operator. To achieve this ambition it required a radically different target operating model to impact customers, communities and the environment.

A global insurance company with operations across EMEA, Americas and AsiaPac sought to identify and develop emerging talent across the Group (7-10 years proven career success) to meet the future capability and talent needs of the organisation.

Following a promotion into an executive role, a managing director of a global commercial real estate and facilities management firm wanted support in making a successful transition.

Cadent Gas is a gas distribution company that owns, operates and maintains the largest natural gas distribution network in the United Kingdom, transporting gas to 11 million homes and businesses across England. With a rich heritage that can be traced back as far as 200 years, Cadent Gas looks after 82,000 miles of gas pipes. The company is powered by nearly 6,000 employees.

Re-imagine. Re-engage. Re-emerge. To thrive in these uncertain times, our three-step model will help you reflect and plan for your career moving forward.

The global health crisis and recent geopolitical events have tested humanity's resilience, inspiring many amidst significant stress. Psychologists at Peoplewise have researched "positive resilience," emphasising not just coping but thriving. Supported by seven pillars—purposefulness, perspective, control, connectedness, growth, coping, and wellbeing—positive resilience enables effective navigation of challenges.