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search for: skip to content transition people transition people – people decisions for changing businesses people development benchmarking teams talent mergers change pipeline welcome to transition people view features learn more transition people view features learn more building the leadership pipeline our clients include companies in the retail, consumer electronics, financial services and the healthcare sectors. our contribution to the process of building the leadership pipeline is integrated with the the programmes being run by the company and can vary from an in depth analysis of individual development needs to a broader understanding of the development needs of a critical cohort in the talent pipeline. we enable individuals to understanding their leadership style and potential to develop and we help the organisation to understand the talent they have in the organisation and how best to deploy it to grow the business. case study 1 our client is a large multi national company which has a group of europe based leaders from whom they are likely to seek candidates to take up senior positions in the business. on an ongoing basis, we conduct detailed one to one assessments and provide written reports which include benchmarking the individual for their potential to take on a different role in the organisation. we conduct individual feedback meetings to discuss the report and to help the participants build their personal develoment plans, which are shared with hr who help to ensure development needs are addressed. the outputs provide the company with a summary of the potential that exists in this important group of people spread across europe. helping leaders to drive change the client was an nhs trust looking to identify the ingredients of good leadership across multi-disciplinary teams. their objective was to make a positive impact on patient care by improving leadership across the organisation. this required a detailed understanding of the current processes and structures and how decisions were made. we then used structured interviews with a wide variety of clinical and managerial staff to identify the key competences required to operate effectively in this environment, and described these in terms of real examples of the impact they could have on patient care. we also highlighted practical actions that all team members could take to improve and created a process for tracking and celebrating success. for example we identified that effective leaders at all levels in this context share and standardise information consistently. we were able to show what things had gone wrong when this was not done, and how things could improve and have a positive impact on patient care when done well, using real examples. we provided examples of behaviours that represented barriers to making this happen, and how these might be overcome in order to drive and sustain change. the output from this stream of work, in conjunction with other initiatives, was used to build a case for change that was eventually rolled out across other units in the hospital and has come to the attention of other nhs trusts. mergers & acquisitions our client was an international consulting firm tasked with re-structuring the telecommunications industry in a fast growing middle eastern economy. the state owned telecoms company was about to be privatised, re-merged with the previously privatised mobile telephone company, and the market opened up to international competition. this posed significant leadership challenges and a major re-organisation and change project was already underway when the decision was taken to carry out leadership assessments to inform key appointments in the new structure. the ceo and coo of the newly merged business had already been announced and they were responsible for making recommendations to the board, including senior government ministers, about senior appointments in the new structure. we advised them on these appointments after assessing 32 senior managers, including locals and ex-patriots. all assessments were conducted in english (the working language of the company), but cultural sensitivity was needed to gain acceptance for the process and the results, particularly in an environment where open feedback and objective assessment are not the norm. using previous knowledge of the industry we were able to identify which competences were most likely to be relevant in the new fast moving and competitive environment in which they would be working. we recommended relevant development activities for those who were being put into positions that would stretch their capabilities; and we enabled them to confront some of the people issues they were likely to face when they merged the two businesses with their very different cultures. the acknowledged objectivity of the process also helped to gain acceptance for the appointments made, particularly with people who were disappointed not to get the job they wanted in the new structure. developing talent case study 1 there are many roles which are not senior management but whose output is pivotal to the success of the organisation – for example traders. using the building blocks of knowing and understanding yourself that we have developed for senior managers, we have developed programmes to enable traders to understand more about their style of trading, when they will perform at their best and when they are more likely to underperform. we have developed a bespoke model of trading styles and the competencies that underpin this and we have successfully applied this to traders in both energy and financial markets. we work with both experienced and new traders to help them understand their trading style and how to use it to maximum advantage – and in some cases which types of trading are likely to play to their strengths and approach to managing risk. case study 2 we were asked by a sales training company to coach the newly appointed sales director with a view to him becoming the next ceo following a change of ownership to a third party organisation. the intervention included both personal coaching and more general business advice during the period when the company was the subject of due diligence. following his successful appointment as ceo, we continued to provide coaching and personal development for him and another director as well as assisting with the management of the change process being undertaken by the company. benchmarking leadership teams our client was a european defence company that had acquired a subsidiary business in the uk, which itself was the result of a merger between two market leading companies two years earlier. an international strategy consultancy was conducting a strategic review of the parent company and was asked as part of this to conduct a review of the uk subsidiary. this was with a view to assessing the capability of the leadership team to deliver their strategic objectives, which included making progress with new markets, increasing market share in existing territories and integration with the parent company. we conducted a leadership audit of 24 senior managers including the md, his direct reports and selected managers at the next level. all participants received face to face feedback of their assessment results including leadership development priorities. many were technical experts and specialists who had little leadership training and in some cases were struggling with the leadership aspects of their role. we were also able to provide detailed feedback to the md of the uk business about his team, and help him to confront some difficult issues including problems with the integration of the two component businesses; the size and capabilities of the leadership team; and succession problems at the level below the executive group. these issues emerged over and above the original objectives of the project and added value to his thinking about how to develop the team and the business in addition t

URL analysis for transitionpeople.com

http://transitionpeople.com/developing-talent/
http://transitionpeople.com/building-the-leadership-pipeline/
http://transitionpeople.com/our-approach-to-benchmarking-leadership/
http://transitionpeople.com/benchmarking-leadership-teams/
http://transitionpeople.com/
http://transitionpeople.com//#search
http://transitionpeople.com/our-approach-to-leadership-development/
http://transitionpeople.com//#content
http://transitionpeople.com/people-due-diligence/
http://transitionpeople.com/helping-leaders-to-drive-change/
http://transitionpeople.com/mergers-acquisitions/

Whois Information

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Domain Name: TRANSITIONPEOPLE.COM
Registry Domain ID: 100222586_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.tucows.com
Registrar URL: http://www.tucowsdomains.com
Updated Date: 2017-06-08T12:52:40Z
Creation Date: 2003-07-08T12:22:23Z
Registry Expiry Date: 2018-07-08T12:22:23Z
Registrar: Tucows Domains Inc.
Registrar IANA ID: 69
Registrar Abuse Contact Email:
Registrar Abuse Contact Phone:
Domain Status: clientTransferProhibited https://icann.org/epp#clientTransferProhibited
Domain Status: clientUpdateProhibited https://icann.org/epp#clientUpdateProhibited
Name Server: NS1.SIBITCLIENT.CO.UK
Name Server: NS2.SIBITCLIENT.CO.UK
DNSSEC: unsigned
URL of the ICANN Whois Inaccuracy Complaint Form: https://www.icann.org/wicf/
>>> Last update of whois database: 2017-08-27T19:02:16Z <<<

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  REGISTRAR Tucows Domains Inc.

SERVERS

  SERVER com.whois-servers.net

  ARGS domain =transitionpeople.com

  PORT 43

  TYPE domain

DOMAIN

  NAME transitionpeople.com

  CHANGED 2017-06-08

  CREATED 2003-07-08

STATUS
clientTransferProhibited https://icann.org/epp#clientTransferProhibited
clientUpdateProhibited https://icann.org/epp#clientUpdateProhibited

NSERVER

  NS1.SIBITCLIENT.CO.UK 83.223.98.50

  NS2.SIBITCLIENT.CO.UK 205.234.110.53

  REGISTERED yes

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