A significant amount of change, challenging targets and a flatter management structure made a compelling case for a step change for the AA’s Operational Senior Management team’s performance. The previous three years had seen a rapid transformation and a re-focus on improving customer service and day to day efficiencies.
The team is responsible for the entire breakdown service, including call centres and patrols. However, they wanted to bring more rigour and alignment within the team as there was not enough time invested in improving how effectively they were working. They needed greater team cohesion and alignment on shared goals and accountabilities - otherwise, they were at risk of undoing some of the good that had been achieved. All this convinced our client that they needed external support and we applied a fast track programme to improve leadership team capability, bringing together key leadership disciplines to run their business operation more effectively to improve results.
The programme provided a structure, along with tools, to reflect as a team and create a roadmap for executing their strategy and goals, commitments for performance improvement and a shared understanding of key leadership principles that each needed to adopt. Overall the biggest benefit of the AA Operational Leadership programme was the increased focus on team planning and prioritisation with tailored facilitation to accommodate the dynamic nature of their business.
Steve Dewey, Operations Director said “for me the strength in our programme, as opposed to other options, lay in the fact our development was directly linked to achieving our business plans and results. We included monthly development reviews to ensure leadership team alignment, accountability and progress on embedding leadership team principles and disciplines. In an operational team, planning can get a bit neglected because you're so busy with the day job. However, our programme provided clarity around what we had to deliver as well as improved the team's interaction with each other and important Leadership disciplines. It also gave us greater foresight and judgement which continues to positively influence our business results. I believe this work contributed directly to us being classed as the best for service by Which? but most important, objective setting and delivering on these has now become part of our culture - which was the whole point of our programme.”
The Hong Kong Institute of Bankers is responsible for accreditation and professional development of Bankers across the special administrative region of Hong Kong. We have developed an eLearning strategy to support their organisation. The first of three phases has involved immediate commercialisation opportunities through eLearning content to provide a comprehensive library of over 500+ financial services courses to support their existing qualification framework, seminars and training workshops. We successfully launched HKIB eLearning portal during May 2016 to Corporate Banking and Personal Members. Over the course of the next year we are supporting the institute to develop and evolve their digital learning strategy.
Dr Wai Hung Yeung, General Manager Professional Competence Development & Membership said ‘Hewlett Rand contributed greatly to the successful launch of our new e-learning platform and we are now focusing on developing our strategic approach together.’
has begun its work on the first new nuclear new build in the UK for over 20
years. The site at Hinkley C in Somerset will eventually employ over 25,000
workers in a complex supply chain managed by EDF. Nuclear is
an industry that has particular training challenges. All its employees,
wherever they are based in the supply chain, need a proper understanding of
expected behaviours to ensure that communications amongst stakeholders are
There is no
margin for error in constructing a nuclear reactor.
strategy being developed by EDF to ensure inherent good nuclear behaviours
throughout the supply chain is to create a common set of overarching nuclear
It is hoped that these values will underpin the behaviours of every employee, whether contracted or otherwise. The issue to solve was how to demonstrate the importance of standards of behaviour throughout a supply chain consisting of many companies, each with their own particular business challenges.
As part of a top level blended learning solution nine five-minute video simulations scenes to support a facilitated workshop by experts as part of an ongoing narrative of the building of a fictional nuclear power station that has been destroyed by a series of interlinked bad engineering events.
The videos look back at the faulty practice, poor communication, tick box safety exercises and lack of care within the supply chain leading up to the nuclear accident. The videos were created into a case study drama whereby characters are recognisable and the storyline gripping as they revealed the catastrophic effects of risks associated with poor management supervision and lack of attention to safety policies and procedures. Videos were produced with technical nuclear experts to script the video training including:
Storyboarding; Scheduling; Casting (actors); Location scouting; Props & costume organisation; Logistics; Filming; Post Production
The suite of video training has been incorporated and now being used in day long workshops and a scaleable e-learning package that examines the real life behaviours depicted in the drama. After each five-minute scene, participants are asked questions about the behaviours demonstrated in the video. The response has been powerful and emotionally charged because of the dramatic interaction of the participants with the material.
The learning outcomes elicited both from the ongoing workshops and from the responses to the measurement tools in the e-learning packages, show the video has been engaging, memorable and responsible for uplift in understanding for supply chain managers about the values that EDF Energy is trying to instil in its workforce.
In terms of efficiencies, the flexibility of the video learning package, both as an offline and online tool, has allowed massive saleability across a diverse, multi-location based workforce, saving EDF Energy hundreds of thousands of pounds, whilst ensuring the training is reaching its target through online measurement.
In recent years the vocational education sector has seen
significant challenges in meeting the needs of local enterprise. In parallel,
government funding cuts and a more competitive environment has meant that the
sector has had to become more commercially focussed to partner more closely
with private enterprise.
The City of Bristol College is no exception and has undergone rapid change and a key initiative in addressing these issues was to introduce a new client and business development ethos, so as to meet its clients' needs more closely and build stronger relationships with its key accounts. This was achieved by the formation of a Business Development Management (BDM) team, headed up by Will Cookson, Director of Partners in Business who needed a consistent, effective and robust approach to develop their key account relationships and to up-skill BDM team members to secure more apprenticeships with local employers, engage more closely with SMEs and to manage larger key client relationships.
Therefore, we designed a blended learning programme of workshops, facilitation and coaching to work with the team to embed a new business framework, tools and skills to bring out sustainable team business development performance and results. The first objective was to align everyone behind common operational principles and to bring greater team cohesion, with a shared vision and plans to align everyone's efforts, to clarify roles and responsibilities and to begin to outline a new approach to increased apprenticeship volumes and stronger client relationship management practices.
A new business development framework was introduced to align the team behind a common approach through a series of workshops. The team worked through a structured process to develop and tailor a set of business development tools and approaches to support 'pitching' and deepening client relationships. They also developed new strategies, consistent sales and key account management skills. The programme included one to one client meeting observation and coaching to evaluate and embed the new approaches, with the final stage assisting the team in creating a key account management planning methodology for developing their top tier client portfolios, along with effective marketing collateral and approaches. Will said, “the programme brought together a more cohesive and focussed team with a common purpose and approach and a suite of business development practices that has driven up apprenticeship volumes and instituted stronger client engagement. We’ve also developed a number of new initiatives which are improving business development and client relationships, including sector-specific marketing seminars, more commercial courses that are being developed in response to employer demand, pre-sales cross-functional client engagement with curriculum specialists, new marketing collateral, a new CRM system and new sector-specific enterprise forums.
Olly Swayne is Operations Manager for Select Service Partner (SSP) at
Bristol Airport responsible for providing catering facilities for some
6,000,000 passengers each year. Olly leads a team of between 100 and 200
people, depending on the season, who work in businesses representing global,
national and local brands such as Dexters, Starbucks, Burger King, Soho Coffee,
Bar Zero 9, Caffe Ritazza, Caviar House & Prunier. His business is 24/7 and
aims to deliver brilliant operations and brilliant offers through a team of
brilliant people: The team are passionate about maintaining SSPs position as the
UK's Food Travel Expert.
Since taking over the reins Olly restructured the Management team and implemented a gradual business improvement programme to drive productivity, profitability and engagement. Part of this process has focussed on identifying and developing talent across the business in order to build 'bench strength' and provide strong succession to sustain growth over the long term. However, Olly realised that there was still a cultural and behavioural challenge ahead “Once I had the right management team in place one thing that had struck me was that managers appeared to operate their businesses in silo's, rarely exchanging best practice, ideas or resources. If I could get the management team to work better together as a team the potential for growth was obvious. I felt we had to improve our overall team game: There was a lack of a team values and there was a need for some simple leadership development in order to improve the engagement of our wider team and their relative performance. To achieve this, I felt that we had to really get away from the intense working environment and invest in a team development programme that would prove memorable, fun and inspiring!'
Olly contacted us and we designing a team transformation programme together with specific objectives for a tailored teambuilding that could tackle the business challenges. We designed a unique programme to meet the specific demands and pressures of a catering environment, working with a management team of twenty-four managers.
Olly said,'I was so impressed with the whole event and by how well my team came together during our programme - it has given us all a shared perspective that has helped us all communicate better than ever before. It has truly brought the whole team together and released the potential of everyone working closer together as a management team. We’re in a much better place to sustain our successes into the future and ensure that the whole SSP team share in that success!'
Alliotts, Chartered Accountants & Business Advisors have
a strong reputation with their clients for high quality and
personal service. Alliotts have over a 100 staff spread across
several UK offices.
To maintain their client focus and ensure
they consistently deliver excellent service they regularly hold
Partner and Staff conferences to communicate their ongoing plans for their
firm, share best practice and bring together new and existing team members
to continue to take their business forward.
We have delivered several Partner training events as well as staff conferences and away-days for both Alliotts UK and Alliotts Worldwide Alliance of Independent Accountanting, Law and Consulting firms covering Partner team development, business development and strategic planning support. For each project we provided tailored design and delivery support from meticulous planning to successful execution to meet key strategic and developmental objectives to inspire, engage and engendered greater alignment and cohesion between Partners and their wider teams across their UK offices.