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Henley Case Studies: Partners in Success

Henley currently works with over 300 organisations worldwide. 

SERVEST develops future senior leaders

When Servest recognised the need to develop future senior leaders within the group and to pool their competences, both in South Africa and the UK, the company reviewed various business schools. The aim was to provide input around global best practices. The desired outcome was to develop leaders with leadership skills in the Servest way while still preserving individualism within this multi-service solutions company, with over 7,000 clients throughout Africa and the UK.

When we spoke to Dennis Zietsman, Co-Founder and Deputy Group Chairman, he stressed that Servest’s philosophy is to develop managers into leaders with high emotional intelligence, who think strategically, make effective decisions and have an adequate skills set. Servest investigated the market and selected Henley Business School Africa to provide a tailor-made executive education programme suited to the company’s needs.

‘The goal was to develop effective leaders who are able to understand the different ways that people in finance, operations, sales, HR and marketing approach business, and the various tools and metrics that each discipline applies to solve problems or perform their job,’ said Mr Zietsman. ‘Leaders must be able to make decisions that are good for the business as a whole; they must be able to evaluate and grow the talent in their teams. The goal is to produce self-thinking leaders.’

SERVEST GROUP -  Case_Study

 

A New Lease of Life for AEGON

Discover how life assurance and pensions company, Aegon dismantled its silo mentality and implemented an organisation-wide change which released the full potential of its management teams at three levels throughout the organisation…

Said Otto Thorenson, Aegon CEO: “Silos have been dismantled and we now look outside the organisation at the ‘best of breed’ when setting standards. People have become more demanding and there is an energy and enthusiasm within the organisation, despite the economic climate... Many of our people have grown in stature and confidence and, of course, effectiveness… The programme has exceeded all my expectations by a significant margin.”

AEGON - case study (PDF-155 KB)

 

ARUP on The Up

When consulting engineering firm Arup sought to re-ignite in its new leaders’ commitment to, and passion for, the distinctive values of its founder Ove Arup, which form its competitive advantage in the market place - translating them in a clear, personal way into actions that are ‘right’ for them and therefore for the firm.

“Working with Henley – an externally renowned school – on both design and delivery, gave the programme additional kudos. Involving our Board Members brought the event alive with the most influential people in the firm involved.” Cathy McNulty, Group HR Director

Arup - case study 1 (PDF-402 KB)

 

Success and Succession at Atkins

Professional services firm, Atkins wanted to build a succession strategy, based on the personal development of each individual leader, to deliver business goals. Through an honest exchange of views – called a Development Dialogue – with its top 100 managers worldwide, regarding current performance and future potential, this was achieved.

“For the company, an in-depth dialogue with top talent is now providing insights that didn’t previously exist on a consistent basis. This enhances knowledge of current capabilities and aids succession planning aligned with the company’s future strategy.” Brian Fitzgerald, HR Director, Talent Management

Atkins - case study (PDF-125 KB)

 

Deutsche Telekom Enhances IT

When Deutsche Telekom set out to build its IT ‘talent pipeline’ and strengthen its image as an attractive employer brand both internally and externally, it started by enhancing the capability of its IT staff. And by doing so, it instilled a deeper understanding of business and the professional use of technology, both as a strategic tool and as an enabler of organisational change.

“Whereas some companies rely on regimented theory modules for talent development, we believe in letting talent prove itself through meeting real world organisational challenges, supported by a portfolio of excellent programs that integrate theory and practice. Henley demonstrated that it could meet this goal.”

Deutsche Telekom - case study 1 (PDF-402 KB)

 

Change in Direction at Deutsche Telekom

Recognising the need for change in order to remain successful, DT sought to build an effective and scalable change management practice for the business, aligned to its business strategy. The results? Reduced costs of external consultants, more effective business change projects and the establishment of a clear benchmark and consistent quality standards across the ‘One Company’ change strategy.

“We wanted to ensure our medium-to-large transformation projects across the group were successful and to promote common standards and robust quality assurance practice that the entire internal change agent community would understand. The participants in these programmes will become Change Experts for the business – helping develop change capability throughout DTAG worldwide.” Sarah Sandbrook, HR Director for T- Systems

Deutsche Telekom - case study 2 (PDF-377 KB)

 

Growth and Agility at FLSmidth

As a global supplier of equipment and services to the cement and minerals industries, FL Smidth wanted to create and grow their leaders through improved management and human skills and enhanced organisational agility. This high performing network of global talent would strengthen succession planning on a global level.

“We were extremely pleased by Henley’s open approach to creating an effective and business-focused programme. We were able to influence the shape and content of both the modules and business projects which added tremendous value to the educational integrity of the whole initiative.” HR Development Manager, Benedickte Sundberg

Case Study FLSmidth (PDF-553 KB) 

 

Role Models for GDF Suez

Energy supplier GDF Suez set out to improve succession planning by developing their leaders to be role models as proactive managers of change, to inspire and lead greater team engagement, to improve communications and to influence stakeholders.

Feedback from a participant was that it: “…was one of the most enlightening and useful courses I have been on. To say it changed my life is perhaps going too far, but it has permanently changed the way I look at the world and the people in it.”

GDF Suez - case study (PDF-131 KB)

 

Precision Partnership with IBA Molecular

As a provider of precision cancer diagnoses and therapy, IBA Molecular was looking for increased self-awareness and confidence in its executives, and to create a common sense of purpose, urgency and drive. All this was designed to act as the catalyst for integration and culture change, bringing the IBA values to life and, importantly, connecting and collaborating across the business.

Ferial Berredjem, HR Director: “I wanted to work with a Business School as a partner, not simply a provider. Henley understood what I was looking to achieve, was more business focused and worked tightly to my talent management programme objectives. It was also very flexible in its approach, respecting the need to change elements as the solution was developed. Their pragmatism even extended to the budget where value for money was evident.”

IBA Molecular - case study (PDF-225 KB)

 

Fresh Thinking at Parsons Brinckerhoff

The senior management team of New York-based infrastructure leaders Parsons Brinckerhoff decided that they needed to take a fresh approach to leadership development, and sought a partner that could help them to develop a strong group of future leaders who are agile – making sure the business will be able to respond to new business challenges including a potential merger – and will have the capability to drive competitive advantage.

“Everyone thought it was superb and a number consider it to be the best development programme they have done in their careers to date. Since the 17 participants come from right across the business – including three from South Africa – we expect the business benefit of the programme to be felt right across the organisation.” Dominic Kirkbride, HR Director

Parsons Brinckerhoff - case study (PDF-124 KB)