• Optimising positive resilience to enable a global organisation to flourish

    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.

  • Developing high potential leaders to create a ‘ready next’ talent pipeline

    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.

  • Powering performance through skills training

    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.

  • Leadership development programme for new managers

    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.

  • Developing intrapreneurial leaders to fuel business transformation at Cadent Gas

    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.

  • Developing leadership potential through business simulations

    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.

  • Springboard to success within a global facilities management firm

    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.

  • Predicting and selecting the best early careers talent at Cadent Gas

    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.

  • Strategic talent pipelining at a transport and infrastructure organisation

    Our client needed to identify, nurture and grow its talent pipelines to meet the challenges of climate change, carbon reduction and bio-diversity. Not to mention ownership and development of a G7 country’s critical transport infrastructure.

  • Nourishing organic talent pipelines at a renewable energy firm

    Going into the next phase of its evolution, a renewable energy company wanted to identify the future people capabilities to deliver sustainable growth, combat climate change and create a net zero future.