UK Associates
Margaret is Chair of New Possibilities
NHS Trust and a Partner in Whole Systems Development (WSD)
with Professor Mike Pedler, David Wilkinson and Sue
Pritchard. WSD has a client portfolio, which includes
government departments and agencies, local authorities, the
NHS, charities and voluntary organisations. The partners are
currently working on a book on the leadership of whole
systems development. Margaret is also an Associate of the
Bath Consultancy Group and a Visiting Fellow in the
Department of Health Studies, University of York. Currently
her consultancy work includes:
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A review of the Open University Business School,
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An organisational learning and strategic change
project with The Children’s Society,
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A strategic development assignment with a major
acute NHS Trust, and
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Support to the Liverpool Partnership Group to
develop a Standing Conference comprised of community and
voluntary sector representatives
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A Leadership Development Programme for the NHSE
(North West).
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Robin
Coates has been
a consultant for the last 23 years working with
private, public and charitable organisations, helping them
develop their capability to work in more effective, creative
and human ways, and to adapt to their changing environments.
His
consulting assignments have included development of
organisations, strategy, culture, teams, department and
interdepartmental relationships, major change and transformation
initiatives, and mentoring individuals.
He works
with a whole systems approach to find the places where small
focused developmental shifts at the individual and organisation
level can result in significant change. He has designed and
facilitated inter institutional Whole Systems Events.
His open
programme work has been associated with leadership, empowerment,
consulting skills and developing facilitators. He uses action
learning approaches both in change assignments and in cross
sector development programmes like the Senior Leadership
programme for the Whitehall and Industry Group.
His skills and experience include:
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Fast cycle iterative learning and
change: Working in such a way that the deeper
dynamics of the organisations helpful and dysfunctional
cultural patterns are understood at the same time as
progressing priority tasks and connecting the key parts of
the organisation together.
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Broadening the organisations
repertoire of ways of bringing about change:
Identifying the ways of bringing about change that would
engage more of the distributed intelligence, local knowledge
and energy and at the same time turn round cynicism and
apathy.
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Building enabling leadership:
Releasing the cultural constraints that make leadership at
all levels too difficult and increasing the number of
employees able to work in this way for the wider
organisation as well as their current tasks.
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Fostering effective partnerships:
Enabling organisations in partnership to work effectively
together to deliver change and helping people to see that
every organisational and professional boundary within the
organisation provides the same partnership challenge.
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Integrating multiple initiatives:
In today’s world at every level there are numerous
initiatives, targets and pressures raining down. Robin has
developed ways of helping the individuals and organisation
to have ways of making sense of these, creating the
necessary connection and coherence and the ability to
act/deliver whilst containing risk and avoiding getting
bogged down in bureaucracy.
In his early career he had thirteen years
experience as a project manager of large civil engineering and
multi discipline design and construct projects. He was managing
director of a medium sized Environmental Engineering Company for
five years.
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Jo
Cumming MA MSc is a Chartered Occupational Psychologist with
professional and business experience. In 2000 she formed the
Glentruim Change Agents partnership. Previously, Jo spent
ten years as a partner then director of The Keil Centre and
was a consultant with Saville & Holdsworth Ltd.
Jo has worked in all sectors using her experience to help
clients tap into the potential of their staff and find ways
of disseminating learning across the organisation. She believes
participative, creative, approaches encourage people to remove
blockages and be more agile when facing major change. Projects
include executive coaching and mentoring; unleashing the creativity
through large group interventions; using collaborative processes
with under-performing groups; researching reasons for poor
performance and making improvements; implementing cross-business
people development programmes; facilitating executive learning
groups. In her role as visiting lecturer for the Revans Centre
at the Salford University Management School, she and her Partner
are designing implementing post-graduate programmes by research,
supported by action learning, for managers in Sweden. The
focus of the research is people and organisation development
and managing change.
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Throughout
his career, Ian has had many strands to his work - in contrast
to those in the past who joined an organisation and stayed in
the one discipline for the rest of their lives. Until May 2002,
he combined his role as a partner in Glentruim Change Agents
with various posts at Salford University School of Management.
He has an MA in Management Learning from the University of
Lancaster. His 25 years experience and keen interest in
innovative approaches, learning and change, enable him to help
clients become more effective through moving forward with
competence and confidence.
From 1993 until 2000, Ian was Course Director of the MSc in
People & Organisational Development. Participants were senior
development managers from all sectors within UK business.
In the private sector: He has worked with: ABN Amro, Sainsburys,
British Aerospace, Lever Brothers, Pilkingtons, British Nuclear
Fuels, Silentnight, North British Distilleries, Cable & Wireless
and Thompson Marconi Systems.
In the public sector: He has worked with: Scottish Environment
Protection Agency, BBC (Scotland), West Lothian & Tameside
Councils. Academic Enterprise, Salford University, In the NHS,
he has worked with Argyll & Clyde NHS Trust, South Cumbria
Health Authority, Royal Manchester Children's Hospital & Royal
Infirmary of Edinburgh.
Internationally: Ian has carried out projects in: Sweden, The
Netherlands, Nepal and Sudan. In 2002, he & his wife Jo
presented a session at the World Forum on Action Learning &
Executive Coaching in Johannesburg.
New developments include: Using IT based solutions in the Royal
Manchester Children’s Hospital to disseminate learning about
clinical governance. Writing modules for "On-Line" Masters
programmes on Teams, Leadership, Organisational Change, Learning
& Problem Solving and other areas.
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An associate of Bath Consultancy Group who is an organisation
and management development consultant, with a strong track
record in line and Human Resource Management.
Committed to supporting managers, their teams and organisations
in personal and business change and development activities.
Acquired extensive knowledge and skills through a wide range
of assignments with two of the world's leading blue chip companies
(Shell and Cable and Wireless). The range encompasses technology,
function, geography and cultures.
Career History and Highlights
Recent work includes Cable and Wireless Plc., September 1996
to July 1999, where he was a Senior Development Consultant.
Key projects achieved were:-
- Reoriented the C&W College's management development
unit away from off the shelf education and skills training
towards the delivery of consultancy based tailored solutions.
- Provided OD and Change management consultancy to senior
clients across the Group.
- Reshaped the Leaders of Tomorrow programme targeted at
the short and medium term successors to top management positions.
Prior to that he worked at Shell from 1974-1996. His last
job was as an Organisation Effectiveness Consultant. Key projects
included:-
- Provided organisation and change management consultancy
support to senior managers and management teams within the
Shell Group's international organisation. Involved in the
restructuring of Shell's Service Company organisations.
In this context, responsibilities included both direct consultancy
to senior management and the steering of a consortium of
world class independent consultants.
- Carried out major studies into organisation design and
management effectiveness in joint venture companies.
- Designed and resourced management development programmes
and other learning events to meet client system objectives.
- Developed the main elements of the strategy to enhance
the OD skills of HR professionals within the Shell Group.
This has incorporated the development of a competency framework
and of an innovative, behaviour focused development programme.
Tertiary Education
Terry is fluent in French, conversational Dutch and Flemish,
rediscoverable German.
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Laura is a behavioural
scientist by background and has over 20 years experience of
consulting, working in the areas of strategy and
organisational change (including mergers and acquisitions),
management development, team development and facilitation,
and executive coaching. She has been an associate of
Ashridge Management since 1986 and has worked
extensively in Ashridge’s consulting, education and research
businesses. During this period she has also worked with
other ‘niche’ consultancies (eg in the NHS sector) and as an
independent consultant.
On graduating in 1976, Laura worked
as a researcher with McKinsey & Co and then as a consultant with
The Economist Intelligence Unit and KPMG. During this period,
she specialised in the organisational and management issues
associated with the introduction of Information Technology, and
led a number of major European Community research projects in
this area.
Her typical assignments in recent
years have been in the areas of: strategy and organisation
reviews; acquisition/integration strategy; the design and
implementation of 360� feedback and competency based processes
to support the development of senior managers; executive
coaching; and team building processes for cross functional
/cross cultural teams. In 1998-99 she was seconded as an
organisation development advisor to a European Market Centre of
3M, advising on the OD issues in the new Pan European structure
and designing and delivering management development
interventions for management and project teams.
Examples of organisations she has
worked with recently include:
-
GlaxoSmithKline
- working in the New Product Division supporting the
integration of 2 senior international management teams
within the new structure
-
RMC UK
- working with the board of the UK division to facilitate a
review of group structure and support improved team working
within the newly formed board
-
DSM Petrochemicals - Holland
- Design and facilitation of large group process (90
participants) at 2 day workshop
-
The Home Office
- OD advisor to National Director of newly formed National
Probation Service - supporting development of peer
accountability/self managed development at Chief Officer
level (42) through action learning, large group process
design, 360 feedback processes etc
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3M UK
- facilitation of the senior management team in the UK
Laura also works as a tutor on the
‘Organisation and Process Consulting’ programme at Ashridge and
on its ‘Strategy and Leadership’ programme. She has researched
and co-authored several Ashridge Research reports including
‘Management for the Future’, and ‘360� Feedback - Powerful
Weapon or Unguided Missile?’.
Laura lives in Somerset and London,
and is married with 2 teenage (or nearly!) daughters.
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Elisabeth
is an organisational development consultant working with the
management of change and major internal or external re-organisation.
Her consultancy is international: Poland, advising the creation
and consolidation of the Ministry of Privatisation, India,
The Netherlands, the USA as well as Britain. Elisabeth trained
in adult psychotherapy at the Tavistock Institute, where she
became interested in socio-technical systems and the connection
between personal and professional development. Following this
she founded The Recess College, an Anglo-Dutch initiative
for senior professionals and executives. The College supports
people of influence to re-appraise their own approach to the
dimension of leadership and personal and professional renewal.
Elisabeth has worked in health, local and central government
as well as the private sector in the UK and abroad. She is
an organisational development consultant working with the
management of change and major internal or external re-organisation.
Her consultancy is international: Poland (advising the creation
and consolidation of the Ministry of Privatisation), India,
The Netherlands, the USA as well as Britain. Elisabeth trained
in adult psychotherapy at the Tavistock Institute, where she
became interested in socio-technical systems and the connection
between personal and professional development. She advises
on change processes. She is Director of the Recess College
for senior executives and professional managers.
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Peter McCowen works with senior management on strategy, leadership
qualities, climate and culture change. An organisational consultant
for over thirty years, he has worked extensively in the IT
industry, in pharmaceuticals, the oil industry and insurance.
He has also founded and ran two management development centres,
one in Britain and one in France. Clients have included the
British Library, Elf Aquitaine, Logica, Praxis Critical Systems,
PricewaterhouseCoopers, the Strategic Rail Authority, UNDP
and Zurich Financial Services.
A psychologist by training, in his early career he conducted
post-graduate research in psychometrics. He has published
in areas of customer satisfaction, equality of opportunity,
matrix management and human asset accounting.
For the last six years he has trained and worked with Gestalt
as an approach to life and organisations. He has a particular
interest in developing emotionally intelligent organisations.
He also works as a counsellor for young people. He lives near
Bath with his wife and young family. He is a French speaker.
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Chris has over 20 years experience as a consultant and business
manager working with a range of industries, including
financial services and telecommunications. His consulting
work encompasses the development of leaders and teams as
well as organisation change. As an Associate Programme
Director with London Business School he leads two senior
talent development programmes with international companies
in banking and manufacturing. He is also engaged on a
comprehensive change initiative with a not-for-profit
organisation, working with the Executive team and Board.
Other current work includes facilitating leadership
development workshops for a telecomms firm, and coaching the
COO of a major sports organisation.
Previously, as the Director responsible for leadership and
management development at Cable & Wireless Group he set the
learning strategy for the senior population and introduced the
first integrated, global approach to talent and management
development. He also led the whole training and development
function through a period of rapid downsizing and outsource. He
facilitated many senior, international leadership team meetings
and events at a time of global transition. For several years he
worked as an internal consultant at C&W, working with people
around the world to facilitate change and improve business
performance. This included developing the coaching skills of the
global leadership population. Earlier in his career he worked
with Price Waterhouse consultants, undertaking numerous
organisation change assignments.
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Sally
Kleyn’s background is in counselling psychology, sales
management, and training and development. She has worked
for a wide range of clients in diverse sectors including,
financial, IT, media, oil, retail and the public sector in
the U.S. and throughout Europe. Her work encompasses
executive and team coaching, HR repositioning and client
relationship management, action learning, group facilitation
and organisational change consultancy.
Sally believes that her
greatest strengths are her ability to balance the elements
of support and challenge that are required for change to
occur and the flair she demonstrates in working with teams.
Sally is an American, and has lived in the UK since 1989.
Recent projects have included:
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Delivering
innovative leadership development programmes to academic and
administrative managers at the University of Central Lancashire
- working with emergent change processes
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Facilitating
conference participants as they developed their emotional
resiliency and motivation at a global women’s networking
conference on Emotional Intelligence at CitiGroup
�
HR repositioning
with UK HR directors and their senior teams at AGFA, Universal
Music, and Wolverhampton City Council.
�
Designing and
delivering group facilitation and internal consulting skills
programmes to the HR team at Debenhams
�
Executive
coaching for 75 managing directors in New York, London and
Zurich for Credit Suisse First Boston.
Academic
MA - Counselling, New York University, U.S.A.
MsC - Change Agent Skills and Strategies, University of Surrey,
UK
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John's
consulting practice focuses on the links between personal
and organisational development. He works with leading executives
and their teams on their personal, team and organisational
effectiveness, and assists them in the process of bringing
about changes within their corporate culture. This has included
being the lead consultant on major change programmes, for
example in the transport and financial services industries,
in multinational companies and in the National Health Service.
He is a Chartered Occupational Psychologist with over 20 years
experience in management development and change. He was previously
Director of an international consulting business. |
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Sue
has been working as a learning consultant integrating learning
and creativity for over twenty years. She is currently working
in Creative Leadership development across Continental Europe
and the UK. She is also working in partnership with internal
developers in both the public and private sector to enhance
the value-adding aspects of the development function and of
their direct facilitation. One of the UK's few qualified Gestalt
in Organisation Consultants Sue is keen to enable experimentation,
develop new meaning making and catalyse creative insight as
integral aspects of learning and development. A former academic,
Sue was a lecturer in the Management of Innovation at the
University of Bath and Visiting Lecturer in Learning and Culture
Change on the Reading University MBA. Her doctoral research
was with the management of the creative process within radio
drama and stage. This was a co-inquiry with actors into the
organising processes that enhanced their creative consciousness
and enabled the translation of creative insight into creative
product.
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