Bath Consultancy Group

Organisations across the world are facing many challenges. As consultants we are privileged to work in different organisations in different sectors that bring different issues and perspectives. We have a collective wisdom and in this paper we present what we see organisations grappling with in the forthcoming years.

Transformational Coaching enables coachees to create fundamental shifts in the way they work, through transforming their way of thinking, feeling and behaving in relation to others. It is our contention that this is achieved through focusing on the shift that needs to happen live in the room, so that a sustained change takes place, beyond the coaching session.

September 2008 - The latest OFSTED inspection of Gloucestershire College has praised the strong leadership of the principal and senior managers recognising their aim of becoming an outstanding college over the next four years.

We worked alongside the internal Organisational Change Centre of Excellence as partners on their change journey. The first phase of the departmental Capability Reviews led to a programme of transformational change at the organisation with the goals of improving customer experience, improving value for money for tax payers and improving staff engagement.

For many years our Client had sourced and managed coaching locally. This had several disadvantages; it was uncertain they were making the best choices in whom to invest and whether coaching was the right approach to meet their needs.

The UK branch of the business was facing internal issues. Whereas other international offices had merged with another business, propelling the organisation to the number 1 or 2 spot globally, the UK firm had not and remained in the number 4 spot.

How do you take a further education college that is an average performer and mobilise the impetus, capacity and the desire to transform itself into a centre of excellence?

The Foundation course is a 3-day workshop and is the starting point for experienced coaches, mentors and consultants who want to develop a greater understanding and capability of supervision. This course sets out the core models and frameworks of the Bath Consultancy Group Coaching Supervision Programme.

View our interactive brochure for all our executive coaching products and services.

View our interactive brochure for further information on our coaching supervision certificate programme.

G4S plc (formerly Group 4 Securicor) is a global security services company headquartered in Crawley, United Kingdom. It is the world’s largest security company measured by revenues and has operations in more than 110 countries. Having grown through a series of mergers and acquisitions, it now has nearly 600,000 employees in over 110 countries, is the largest firm in the security sector, and is the world’s second-largest private sector employer.

In the Department for Work and Pensions (DWP), we worked alongside the internal Organisational Change Centre of Excellence as partners on their change journey.

Bath Consultancy Group worked with a European business school that needed to move from arms length manager training and development to a closer more integrated relationship with key leading companies, thus ensuring repeat business and being able to deliver more senior and more strategic development.

A leading consulting partnership was performing well and growing in line with the market. The problem, however, was that the client base included a long list of small clients for whom the cost of sales was unsupportable. As a result, the organisation was less profitable than its competitors.

At the BBC, five internal coaches attended the BCG coaching supervision programme. Subsequently, BCG held half day supervisory sessions to build the capacity of the internal supervision team and provided one-to-one supervision for the head of the coaching service.

The Family Nurse Partnership (FNP) is a highly innovative programme designed as a preventative intervention in prenatal and early childhood development. Currently being trialed in 70 sites across England, the FNP is a systemic approach to solving long-term inter-generational problems, focusing on communities and service users with multiple deprivations.

Bath Consultancy Group has been working with the leadership team at this imaging products and solutions provider for over a year, supporting them as they strive for their goal of being acknowledged as a world-class company.

All councils are required to develop a Local Development Framework which describes a spatial strategy for the locality and needs to be integrated with the local community plan. The local strategic partnership needs to own this plan and feel that there has been genuine participation.

The IT function of a major investment bank was perceived by its customers as providing poor service and being unresponsive to changing business-driven needs.

A venture capital company, which was in the process of moving from the public sector to the private sector, needed to succeed as a FTSE 100 company within two years.

April 2012

Done correctly, global leadership development programs build leaders' strengths and widen organisational capability and cross-cultural competence.

Beneath the surface of everyday organisational life there are powerful forces shaping and constraining behaviour: the force of tradition, views and values about how things “should be done”, the unspoken prioritisation of different activities together with beliefs about how to deal with people.

April 2011

A methodology for building team-level excellence.

In our experience, the focus on structures and processes often means that the human side is often overlooked during Due Diligence. We have developed a Human Due Diligence Organisational Healthcheck so that executives and HR can assess whether they are doing enough. The health check is based on several years of documented research and links directly with a model for ensuring success.

October 2010

Gil Schwenk challenges managers not to pass on difficult conversations to their coach, instead include them in a three-way dialogue to solve the problem.

In the private and public sector, pressure for organisations to perform has never been higher, and HR has a key role to play in both managing the cost of the people in the business and enabling line managers and leaders to engage and align them in the most effective manner.

September 2010

With the Royal Mail facing continual upheavels, it needed radical change to help its leaders cope. Liz Hall explains how Lane4 helped embed a coaching culture that is proving something of a quiet.

May 2010

The rise in remote working is putting managers under pressure to engage and motivate staff who are increasingly removed from the physical constraints of the conventional office. Managers need to do more than issue instructions to maintain productivity, writes Sue Weekes.

February 2010

Employers should receive appraisals as well as employees – just be careful how you go about '360-degree feedback'.

October 2009

Laura Heath examines the challenges leaders in Professional Service firms are facing in leading Generation Y in the Credit Crunch. She draws on research that Bath Consultancy Group has conducted both with leaders in professional service firms and Generation Y in their first or second roles.

March 2008

Peter Hawkins graced the front cover of the March 2008 editon of Coaching at Work. During this in-depth feature Peter spoke to Liz Hall about supervision, social change and spirituality.
 

December 2007

An article which notes the appointment of Peter Hawkins as the Association of Professional Executive Coaching and Supervision´s first president, and outlines his views of the association's future role.

September 2007

Managing and developing the talent within an organisation is a strategic focus. However, there still exists the real challenge of how to involve the organisation and senior managers to champion initiatives. At Tate & Lyle we have taken an innovative approach.

July/August 2007

Increased competition and technological advances mean businesses have to change just to survive. Supplied commentary from Peter Hawkins on why strategic change projects fail.

June 2007

Tim Smedley reports on the Local Government leadership development enquiry between Wales and Denmark.

May/June 2007

Fiona Ellis draws on the experience of OD and HR professionals in a range of organizations to explore the nature of this relationship.

May 2007

A case study on Coaching/Supervision at the BBC.

May 2007

Comments from readers (including Gil Schwenk) of the April/May issue on goal-setting and how useful is it?

March 2007

‘‘Watch with Auntie'. A BBC coaching supervision case study with quotes and interview from Peter Hawkins.

January 2007

Viewpoint from Dr Peter Hawkins on who should pay for coaching supervision.

November 2006

Fiona Ellis' response on whether OD is really the new HR.

November 2006

News item reporting on the CIPD Coaching at Work conference session given by Professor Peter Hawkins and Gil Schwenk.