The starting point is usually a business ambition: grow faster, improve returns, integrate an acquisition, make better use of technology. Our work is to understand what the organisation needs to become capable of doing, and then help its leaders make that happen.
Led by Colin Price, former worldwide leader of McKinsey’s Organisation Practice, and Sharon Toye, psychotherapist and Master Certified Coach.
Every service draws on the research behind Colin and Sharon’s book, published by Wiley: how organisations mobilise, execute and transform with agility.
The book in briefWhat readers say about the bookBe precise about the result first. That decides which organisational questions deserve attention.
Increasingly it’s not strategy but speed of execution that matters the most.
A disagreement left unresolved at the executive table becomes a problem hundreds of people have to work around.
Trust matters because it lets people ask a difficult question, hear an unwelcome answer and keep working together.
Find the drag factors that slow the organisation down and remove them, so value arrives sooner.
We help the top team address its real work: the choices it needs to make, the commitments it needs to keep and the conversations it has been avoiding. The aim is a team whose collective judgement matches the calibre of its individual members.
How: the Top Team Accelerator, starting with a diagnostic of how the team works together today.
Chief executives and other senior leaders need space to think about how they lead, what they want to contribute and what the next stage of the business asks of them. Sometimes the most useful change is greater clarity; sometimes it is making room for others to lead.
How: one-to-one coaching through transition, promotion and performance challenges.
From the top it is easy to see the boulders, but they sit on many pebbles. Much of an organisation’s latent potential lies in those pebbles, so the work has to reach far beyond the top team.
How: “Next 100” priorities alignment, signature processes and the simplicity challenge.
Personal development becomes useful to the organisation when it changes the way colleagues work together. We design programmes around the shifts in mindset and behaviour a strategy requires.
How: 5.5.5 (five critical skills in five months) and the Leadership Accelerator Programme.
Intelligence is getting cheaper. The value comes from what leaders do with it: better work, better decisions and an organisation that keeps learning as the tools change.
How: we start with the top team: where cheaper intelligence changes the decisions they make and the work their people do. Then we help teams redesign that work and track what changes, so adoption is led by the people who use it.
Senior roles bring pressure that rarely has anywhere to go. The behaviours that hold capable leaders back are seldom skills gaps; they are patterns, and patterns have histories. Our psychotherapists help leaders change them for good, in full confidence: the organisation gets the benefit, not the information.
How: one-to-one therapy, usually weekly over three months, and therapist-led workshops on pressure, recovery and resilience.
A C-suite consultancy helping public and private equity companies drive growth faster than their competitors.