Elisabeths consultancies

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Elisabeths consultancies

  1. 1. Selection of key formative and completed consultancies Selection of major private sector related consultancies Recent consultancies in the public sector Further selection of public and voluntary sector consultancies Elisabeth Henderson of Henderson Jones Elisabeth’s full profile is available at: http:// uk . linkedin .com/in/elisabethhenderson
  2. 2. Selection of key formative and completed consultancies Establishment in the Ministry of Privatisation, Poland, of the Capital Privatisation Department for large projects (funded by the EU) Assisting the Secretary of State on relationship management - between his organisation and Investment Banks. Developing young professionals’ thinking on the dynamics of market sector analyses and privatisation of state owned companies; equipping a multi-national task-force on the Polish Government side to handle these large corporate players in privatisation (1990-1993) .
  3. 3. Selection of key formative and completed consultancies Creation of Polish Agency for Foreign Investment (also funded by the EU as a follow up project to the above) Assisting its President in conceptualising and positioning the Agency nationally and internationally, developing its work practices, recruitment and work ethic .
  4. 4. Selection of key formative and completed consultancies Integration of Information Services in BASF Corporation, New Jersey, USA Assisted Senior Vice President in restructuring IS to mirror corporate and client need
  5. 5. Selection of key formative and completed consultancies Open- and in-house training in petro-chemical industry, manufacturing and multi-national corporations – Shell & BP Supporting client insight into manager, team and inter-institutional dynamics for the introduction of new technologies and management styles
  6. 6. Selection of key formative and completed consultancies Introduction of matrix management for advertising agency, Bombay, India Guiding an inter-group process to overcome hierarchical and cultural blocks in relating to clients
  7. 7. Selection of key formative and completed consultancies Reviewing the management processes of The British School in The Netherlands Large group negotiation of all staff to create and implement a new organisational structure
  8. 8. Selection of key formative and completed consultancies Top Team management of change and manpower reduction in Shell Oil refinery Programme of turn-around for cutting job layers and completing plant shut-downs in time and in-budget
  9. 9. Selection of major private sector related consultancies In 1988 Elisabeth founded and now is Director of The Recess College, a virtual learning community for senior executives and professionals, located variously in The Netherlands, The UK, Switzerland and Poland. It provides an international programme on leadership potential and renewal Designed the ten-day experiential learning programme in 1988 with an international team, directing a transformational programme on leadership for participants to gain insight into themselves in role.It consists of several modules: first a 10 day retreat, followed by 1) Executive coaching programmes, for example, in South Africa (Gemini Consulting), Switzerland (Bern University). 2) Small residential groups meeting every six months for co-consulting. 3) A Consultation process led by Alumni committed to its future.
  10. 10. Selection of major private sector related consultancies BASF, Corporate HQ, The USA: creating corporate and organisational synergy in subsidiary US companies through the use of I T systems Advising the steering group on methodology for social design decisions; helping them consult with outlying corporate companies on implementation; confronting the restrictions in use of I T systems for governance; suggesting other additional interactive methods for fitness of purpose
  11. 11. Selection of major private sector related consultancies IBM 1st project: Consultation Programme on ‘Consulting to the Board’ Coaching consultants to create enduring and impactful relationships with clients at partner level on their own Boards
  12. 12. Selection of major private sector related consultancies IBM 2nd project: on progress of the Ministry of Defence Account Assisting the effectiveness of the team, through on-going consultation on the progress of their largest UK account
  13. 13. Selection of major private sector related consultancies 3I Investment Fund; developing top management and senior professionals in handling their client relationships Executive and leadership development of those in charge of large accounts and regional offices
  14. 14. Selection of major private sector related consultancies Private Equity Fund for Central Europe: AIG-CET, Warsaw, on developing the long-term sustainability of private equity fund in Poland Facilitating increased flexibility in professional services’ management, personnel and recruiting practices for addressing conditions of major economic development; working with how professionals engaged and worked with their investee company boards .
  15. 15. Selection of major private sector related consultancies Local Authority, change programme on modernisation, democratic renewal and joined-up practice for 2nd tier staff over eighteen months <ul><li>Personal and organisational development on the Authority’s effectiveness in terms of </li></ul><ul><li>Learning to do business through partnership with private sector </li></ul><ul><li>Moving from silo structures towards flexible joint working </li></ul><ul><li>Role Consultation for Top Managers </li></ul>
  16. 16. Recent consultancies in the public sector NHS Trust: managing the historic legacy of a merger resulting in poor working relations; development of good functional team with positive profile to be successful in a Centre for Excellence bid Worked with consultants to lessen feuding, in favour of acceptance of difference amongst the new team; creating conditions for the successful bid; facilitating a new shared organisational culture and operational ethic in the Multi-disciplinary Team and the whole wider system .
  17. 17. Recent consultancies in the public sector Office of Deputy Prime Minister, 1st project: research into customer focused leadership: the design and style of leadership development The research was jointly commissioned by ODPM and the Public services Consortium of the (nine) UK leadership development centres Leading qualitative research project, using interviews and focus groups, the researcher presented handbook to the consortium on the criteria for customer focused leadership and the design of its leadership development .
  18. 18. Recent consultancies in the public sector St. George’s Hospital and Medical School, Tooting, following an untoward incident; developing coherent focus in vision and practice Consulting to develop synergy across a surgical / medical / anaesthetist triangle; assisting the creation of co-operative work and personal relationships; working with consultants on the systemic consequences of their practice and priorities as these affected the aims and goals of Medical School .
  19. 19. Recent consultancies in the public sector Clinical Lead and Clinical Director development for a number of NHS Trusts on service improvement <ul><li>Consultancies with a number of Trusts creating clinical service leadership on: </li></ul><ul><li>the task </li></ul><ul><li>the efficacy of the service </li></ul><ul><li>multi-disciplinary leadership </li></ul><ul><li>partnership within the whole system </li></ul><ul><li>personal impact and skill development </li></ul><ul><li>This is achieved through a blend of: </li></ul><ul><li>- action learning </li></ul><ul><li>- consulting </li></ul><ul><li>- interface events </li></ul>
  20. 20. Recent consultancies in the public sector The development of County Council Children’s Trust of new Children’s Authority; on the political, managerial and leadership needed to transfer services with new goals & vision Facilitating the personal and organisational considerations involved in major structural funding and role changes for staff, leadership, clients and politicians . This was been developed through individual executive coaching, group and team meetings, joint team meetings and large senior manager conferences
  21. 21. Further selection of public and voluntary sector consultancies NHS, Medical Directors, South East Region on development of their leadership role For participants in Acute and Community Health Trusts to reflect on their authority in clinical governance, hospital mergers, management of transition in response to Govt policy
  22. 22. Further selection of public and voluntary sector consultancies Office of Deputy Prime Minister: 2nd project - Feasibility study on creation of Leadership Centre for Local Govt. Facilitated the project group, its consultation processes and its proposals on Leadership Development to be presented to Minister
  23. 23. Further selection of public and voluntary sector consultancies NHS Trust: post-merger resolution of practice difference amongst consultants and multi-disciplinary teams Conflict and practice resolution to facilitate centres of excellence, multi-disciplinary working and compliance with NHS framework
  24. 24. Further selection of public and voluntary sector consultancies Clinical and Medical Directors on leadership of their services Organisation development on managing and integrating services
  25. 25. Further selection of public and voluntary sector consultancies Negotiations between Trusts and partners Complex, large and multi-group negotiations between Hospital Trusts, Local Authorities and PCTs
  26. 26. Further selection of public and voluntary sector consultancies National Childbirth Trust, internal reconfiguration Working with committees, diagonal slice groups and Executive Committee to negotiate agreement on task and structure
  27. 27. Further selection of public and voluntary sector consultancies Reintegration of County Council, of an over-severe purchaser/provider split Three year project of Role Consultation for Top Team to create a diagnosis and implement on-going management of change: - Developing the boundary and matrix management skills for the Strategic Commissioning Team - Management of major restructuring - Controls and empowering systems for Finance - Creating entry points for clients
  28. 28. Further selection of public and voluntary sector consultancies Management of change in Belfast City Council Role consultation for Top Team to manage with rigor and added value in a turbulent political environment
  29. 29. Further selection of public and voluntary sector consultancies Local Government, County and Unitary Councils, on modernisation Assisting Party Leaders, Politicians, Chief Executives and Top Teams to tailor government guidelines on new democratic structures and practices to their own situation
  30. 30. Selection of key formative and completed consultancies Selection of major private sector related consultancies Recent consultancies in the public sector Further selection of public and voluntary sector consultancies Elisabeth Henderson of Henderson Jones Elisabeth’s full profile is available at: http:// uk . linkedin .com/in/elisabethhenderson

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