The OPG and The Ramsey Hall People & Change teams was asked to design capability development centres initially for 150 managers. But after successful implementation, this grew to over 300 managers. They tool place across multiple sites and geographies. The cohorts varied from senior operational staff to support managers and team leaders.
A global life sciences innovator decided to restructure its sales force into a more Key Account Management and market focussed structure. NHS spending constraints, global competition and performance management concerns had highlighted the need for change. Hence, The OPG was approached to advise on an assessment centre solution.
A telco with a reputation for innovation had historically been successful because of its outstanding technical capability. Rather than its outstanding leadership. The global recession and industry advances eventually led to financial crisis. Resulting in a lack of confidence in the leadership of the business by their bank.
NHS Foundation Trusts regularly engage The OPG on Trust board, leadership recruitment and succession planning issues. Our consultants are frequently instructed to assess internal and external candidates. Roles assessed range from COO to grade 8a leaders.
The business had been actively marketed by its PLC owner. A tier 3 aerospace engineering business it was acquired by a Private Equity (PE) House. Performance issues were quickly identified. The Managing Director was under pressure to instigate rapid change at individual director and organisational levels. The M & A project had essentially failed to deliver value.
Poor leadership practices had been identified within a well known charity. Ramsey Hall’s Executive Search Practice was engaged by the Trustees to recruit a new CEO. The brief was to provide stability and to inject fresh leadership into the charity.
A global banking institution partnered with The Occupational Psychology Group (The OPG) to design and deliver an executive assessment centresin order to assess candidates for their Executive Management Team. This was part of the management due diligence process for a newly constituted organisation formed through the merger of three separate organisations.