This year’s Annual Internal Network Conference saw the largest collection of 50 delegates gather together to discuss the theme of Global Challenges and Global Community. The Global theme was certainly reflected in the attendees, including new friends and old, from all corners of the globe. We were delighted to welcome friends from Singapore, Tokyo, South Africa, Chicago, the Philippines, California, New York as well as those from all over the UK, many of whom have spent the past year delivering work overseas.

We are all too aware of the affect of the banking crisis on the economy. But what of leaders within Financial Services institutions? How are they coping with the downturn and the loss of trust in their sector? Bath Consultancy Group has interviewed a number of senior leaders in financial institutions and is writing a report on leadership, strategy and culture in Financial Services. David Jarrett tells us more...

As the world changes apace Bath Consultancy Group has been going through its own transition. David Jarrett is now the Chief Executive with the remit to grow our business to the next level.

In support of these plans, the Leadership Team of Fiona Ellis, Chris Smith, Sue Pritchard, and Mike Worsley are developing our core sectors of High Tech, Commercial, the Public Sector, Financial and Professional Services.

Peter Hawkins has moved to Non-Executive Chairman working three days a week in the business, which is an important transition in the development of Bath Consultancy Group.

Ethical Maturity by Michael Carroll – 9 November 2009, Barrow Castle, Bath.  

This one day workshop on Ethical Maturity will lead participants through the stages and steps of moving from an ethics of duty to an ethics of trust within the helping professions. It will offer a four stage model of building trust in relationships and a four stage model of ethical decision making.

How to Successfully Integrate Companies, Departments and Teams

In the midst of these most turbulent economic conditions many organisations…across all three sectors…are consolidating, merging or making acquisitions in the hope that they can achieve greater efficiencies, strategic advantage and enhanced customer service. But evidence shows that only 25% of mergers and acquisitions succeed in delivering these aspirations… with failure to integrate cultures most often cited as the main reason. Indeed, due diligence in integrating legacy cultures is often neglected in preference to the many more tangible matters that need attention, with disastrous consequences.

Download flyer:  Integrating Working Cultures Workshop 176 Kb