Create an organisational that supports your people to engage and perform
I help ambitious, mid sized organisations to evolve faster to compete in an increasingly complex world.
“People don’t learn fast enough here” is a symptom. It could be a symptom that your approach to organisational development is too disconnected, too passive or too focused on control.
Organisational learning is the fuel for an adaptable, sustainable business. To capitalise means deliberately creating an environment that enables your people to be as good at learning new things as they are at executing on what they already know.
Do you need to create this environment to accelerate sustainable change? You’ll need a clear organisational development ‘philosophy’ and approach, connected to the right principles and tools. You’ll also need to build the capability of your leadership team and HR / L&D function to help lead your new strategy.
Five ways I can help:
- Systematically review your organisational development strategy and make recommendations to improve it
- Help you set out a new organisational development strategy for your business
- Help you develop a continual learning model that enables your organisation to change faster
- Work with you to reshape the role and priorities of your L&D / Capability team for now, and the future
- Inspire, challenge and guide your leaders – through speaking engagements and workshops
As an independent advisor and thinking partner I’ve worked with evolving businesses including Atalian Servest, Capgemini, Coty, Dyson, Fortnum & Mason, Kwik-Fit, Lidl UK, Nomad Foods, Ricoh, Samsung, Specsavers and VolkerWessels, helping them to think differently and reset their organisational development strategy.
You can read testimonials from business leaders I’ve worked with below and on the other pages of my website.
“Paul has been working with us on our strategic path towards increasing the value add of retail training to commercial business performance. He has challenged and supported us in equal measure, asking some amazing questions that have disrupted our thinking and set us on a new trajectory.”
- Holly Hurkett, Head of Retail Learning & Development at Specsavers
I can help you if...
Your current approach to organisational development isn’t growing the new capability and thinking you need
Your teams need to adapt, innovate and solve new problems
Your people have high expectations of development from you
Your business and learning strategies need to be 100% ‘in sync’
‘Working’ and ‘learning’ are still treated as separate things
When your business says ‘learning‘ it still means ‘training‘
Your leaders struggle to role model and support learning and reflection
"Paul's work with learning leaders is right at the cutting edge and the product of a tremendous depth of experience and insight. I'm repeatedly impressed by how he helps with practical ways to approach complex issues, bringing a rare blend of challenge and support that makes pushing the boundaries feel safe to try."
- Andy Brogan, Founding partner at Easier Inc.
Read my blogs on building a new organisational development strategy
What you might mean when you say “learning culture”
What you might mean when you say “learning culture“: “We have a catalogue of training courses.” “We provide
3 key opportunities for Learning and Development leaders in 2021
Three key opportunities for L&D leaders in 2021: Re-positioning ‘L&D’ as an organisational priority Connecting insights and foresight
Limiting beliefs in corporate Learning and Development teams
20 limiting beliefs in corporate Learning and Development functions: “We don’t have permission to change the organisation.” “Our