Articles

Transforming your partnership with the business

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How IT functions can improve their partnering with the business.

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Added: 28 Nov 11

Accelerating response to climate change

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In recent months we’ve conducted primary research and hosted a webinar “Will business pressures torpedo a low carbon strategy?” discussing these points. With Alexander Ballard we are providing a framework to rapidly change organisations’ response to climate change. Fiona Ellis and Danny Chesterman report...

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Added: 28 Nov 11

Climate PACT

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How able are you now to implement climate change carbon reductions effectively across your business?

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Added: 28 Nov 11

Corporate ethics - are you the next Enron?

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The Corporate Ethics Questionnaire: How does your company compare?

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Added: 28 Nov 11

Cost reductions without tears: making savings without losing performance

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With the UK elections over, leaders of public service organisations up and down the country have drawn up plans for how they will achieve the radical savings needed without a breakdown of services. They are looking at new service delivery models, ‘e’ enablement, and a host of ‘transformatory changes’.

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Added: 28 Nov 11

CSR - Milton Friedman was right

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Of the hundreds of thousands of words written about Corporate Social Responsibility, one of the earliest quotations is one of the most persistent - the statement by the late economist Milton Friedman that “the social responsibility of business is to increase its profits.”

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Added: 28 Nov 11

Cultural integration in mergers and acquisitions

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In good times mergers and acquisitions can happen at a more leisurely pace with every aspect of the operation carefully scrutinised. Today, private sector organisations are often forced to restructure and integrate operations fast, whether a major financial services organisation is merged or a hi-tech start-up is acquired.

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Added: 28 Nov 11

The role of HR in a multinational organisation

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Bath Consultancy Group has developed the HR Transformation model to help understand the kinds of contribution HR is making to the business. To be a Strategic Partner, HR leaders need to be engaging others on the future issues and opportunities, which face the business. They need to be facilitating the process and raising the challenge of how to deal with these.

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Added: 28 Nov 11

Supporting organisations towards a low carbon economy

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While there has been increasing recognition of CSR and sustainability for organisations, the economic downturn has forced certain issues to the fore. Energy security and climate change are now major strategic issues that need to be urgently addressed. We are in a 20% world with President Obama backing the need for 80% carbon reductions.

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Added: 28 Nov 11

The successful integration of companies, departments and teams

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In the public, private, and third sectors organisations are merging and consolidating 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 working cultures most often cited as the main reason.

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Added: 28 Nov 11

Understanding systems - “we take things so personally”

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My experience of working in organisations, large and small, is that, as Barry Oshry repeatedly says, “Stuff happens!” The stuff that happens often drives me to take it personally and to react by explaining things with a story based upon my assumptions of why the person or team did it. My reactivity though is predictable.

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Added: 28 Nov 11

War for talent rages in the city

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In 2010 we interviewed 34 senior leaders of UK banks. This was Bath Consultancy Group’s second inquiry and we wanted to investigate whether the financial crisis had led not only to new strategies being implemented but also whether banks had taken the opportunity to change both their approach to leadership and the embedded culture within their organisations.

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Added: 28 Nov 11

What are the capabilities needed as a HR strategic partner?

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Becoming a business partner sounds easy but in practice demands a shift in mindset and capability...

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Added: 28 Nov 11

Coaching challenges in a time of cutbacks

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Coaching initiatives are now particularly vulnerable at a time of cutbacks and reorganisation. Yet coaching is a vital
part of what an organisation needs when consolidating and is particularly important for those who remain in the organisation as it allows them to adjust quickly to new roles and conditions.

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Added: 28 Nov 11

Coaching supervision - maximising the potential of coaching

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The use of coaching has grown exponentially in the last ten years. The CIPD’s 2006 learning and development survey showed that nearly 80% of all respondents were in organisations that were investing in one or more forms of coaching.

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Added: 28 Nov 11

Developing an effective coaching strategy

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The growth in knowledge is one of the defining characteristics of the modern age. We have created a complex environment – none more so than the business environments in which we all operate.

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Added: 28 Nov 11

Four key areas of an effective coaching strategy

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With coaching fast becoming the focus of many leadership development programmes, Gil Schwenk, principal consultant at Bath Consultancy group, discusses the four key elements of an effective coaching strategy.

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Added: 28 Nov 11

Blended leadership learning

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The economic climate and global challenges highlight the need for leaders to be resilient and responsive, acting quickly and in alignment across complex global organisations.

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Added: 28 Nov 11

Leading through the downturn

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At Bath Consultancy Group a key question we ask is ‘How are you going to make the downturn work for you?

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Added: 15 Jul 14

Transition support: the first 100 days workbook

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Benefits

  • Makes the transition into the organisation quicker and easier
  • Increases the effectiveness of new leaders operating in a new culture
  • Increases retention and career success
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Added: 28 Nov 11

Transition support

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In these uncertain times it is even more important that organisations retain their senior executives and ensure they start to contribute as soon as possible. Research by CLC suggests that within 18 months 60% executives fail to deliver on their objectives. Research also indicates that the cost of recruiting a senior executive can be 150% of their salary. Fiona Ellis, Director of Bath Consultancy Group describes Bath Consultancy Group’s Transition Support process.

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Added: 28 Nov 11

Two steps to success

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Christopher Smith outlines the twin pillars of authentic leadership: relationships and alignment

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Added: 15 Jul 14

If Culture Eats Strategy for Breakfast without a Moral Compass will it take your Reputation for Lunch?

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In this discussion paper we set out some thinking and invite you to comment challenge or critique.  Cultures adapt to environments and so must our thinking respond to external forces.

Culture and business performance has been a re-occurring theme emerging from our work with clients, as organisations are recognising that the cultures which generated success in the good times, now need to adapt to thrive in this more challenging era, but few have an appetite for the large-scale, top-down culture initiatives of the past.

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Added: 18 Sep 12

Developing teams

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It was a moment of departure from the agreed plan for the 2-day team development session.

The team members were walking on the lawns in some early spring sunshine, talking to each other in 2’s and 3’s, sharing thoughts on some fundamental questions about what really energised and motivated them in working together and what they hoped for from the team in future.

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Added: 28 Nov 11

Executive team coaching

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A team should be more than the sum of their parts. But this does not happen automatically; it must be worked at - regularly. In sport, a team of individual stars do not between them make a great team. High quality team coaching and time on the training ground is essential for improving the team’s success. The same process is important for organisations.

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Added: 28 Nov 11

How to successfully lead a virtual team

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The number of virtual teams is multiplying as organisations grapple with the challenges of working globally and seek to harness the widest range of skills, experience and ability. Virtual teams enable knowledge, skills and experience to be shared across a range of locations, functions or organisations and can be a cost and time effective way of managing work, delivering projects and leading people.

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Added: 28 Nov 11

Changing The Way We Change

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Changing the way people think and behave is, in our experience, often put in the ‘too difficult’ box. None more so than when an organisation needs to undertake radical and deep reaching change, something that’s top of mind in the public sector at the moment.

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Added: 28 Nov 11

Teaming strategy

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Is team performance still a vital issue in today’s climate? Surely it’s even more important, given the challenges of moving at speed, addressing difficult markets and business situations, and of communicating in an increasingly virtual world.

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Added: 28 Nov 11

Future Global Trends

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Organisations across the world are facing many challenges. As consultants we are privileged to work in different organisations in different sectors that bring different issues and perspectives. We have a collective wisdom and in this paper we present what we see organisations grappling with in the forthcoming years.

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Added: 28 Nov 11

Glowing OFSTED for Gloucestershire College

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September 2008 - The latest OFSTED inspection of Gloucestershire College has praised the strong leadership of the principal and senior managers recognising their aim of becoming an outstanding college over the next four years.

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Added: 28 Nov 11

Managing Transition

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As mergers and acquisitions increase and organisations constantly realign to meet changing business needs, the cost of transition can be too high a price for businesses, teams and individuals.

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Added: 28 Nov 11

UK Colleges Transform Leadership in OD Project

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How do you take a further education college that is an average performer and mobilise the impetus, capacity and the desire to transform itself into a centre of excellence? This is the challenge that Lynne Sedgmore, Chief Executive of the Centre for Excellence in Leadership (CEL) gave to Bath Consultancy Group.

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Added: 28 Nov 11

Culture Analysis

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Beneath the surface of everyday organisational life there are powerful forces shaping and constraining behaviour: the force of tradition, views and values about how things “should be done”, the unspoken prioritisation of different activities together with beliefs about how to deal with people.

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Added: 28 Nov 11

Organisational Healthcheck for Human Due Diligence

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In our experience, the focus on structures and processes often means that the human side is often overlooked during Due Diligence. We have developed a Human Due Diligence Organisational Healthcheck so that executives and HR can assess whether they are doing enough. The health check is based on several years of documented research and links directly with a model for ensuring success.

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Added: 28 Nov 11

Making the move to HR business partnering really work

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In the private and public sector, pressure for organisations to perform has never been higher, and HR has a key role to play in both managing the cost of the people in the business and enabling line managers and leaders to engage and align them in the most effective manner.

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Added: 28 Nov 11

The benefits of partnership for OD and HR

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As HR becomes more strategic, there is a potential overlap in roles and skill sets with OD. Rather than battle it out, Fiona Ellis, a director of the Bath Consultancy Group, argues that the two should work in partnership. She draws on the experiences of OD and HR professionals in a range of organizations to explore the nature of this evolving relationship.

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Added: 28 Nov 11