How can organisations use talent data to make smarter, more targeted development investments?

Our latest case study shows how five years of assessment data helped a transport and infrastructure organisation identify two critical opportunities for growth: Confidence and Mental Agility.

By turning these insights into focused, evidence-based development, the organisation achieved measurable impact

Culture doesn't wait. Every investment inherits a culture, and the most successful investors understand its implications for execution, transformation and value creation.

A collection of acquisition-built businesses needed its senior leaders to step up - shifting from operational delivery to strategic leadership and inspiring others through a shared vision. Peoplewise designed a high-impact, diagnostics-led programme combining individual coaching, peer learning and group development across four tailored modules.

A comprehensive commercial transformation programme combining behavioural diagnostics, face-to-face and virtual workshops, bite-sized e-learning and spaced practice. £15M in new business wins followed, alongside £6.5M in retained business, with 90+ documented success stories evidencing real-world application of the new approach.

A collection of acquisition-built businesses needed its senior leaders to step up - shifting from operational delivery to strategic leadership and inspiring others through a shared vision. Peoplewise designed a high-impact, diagnostics-led programme combining individual coaching, peer learning and group development across four tailored modules.

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.