He began his career selling chemicals for a global company, dealing with clients from one-person-and-a-dog operations to multinational companies. This stimulated a curiosity about why some organisations thrived while others floundered; a first question that he has not yet been able to answer, though he has more clues than he had forty years ago.
Working for a US-based strategy consultancy for a couple of years, he wondered about a second question: Why do clients so often lack enthusiasm for implementing many well-researched, logical (and expensive) reports? At Ashridge Business School, as Director of the Strategic Management Programme, he spent over ten years exploring these two questions, and has continued to do so in some twenty years as an independent consultant and researcher. During these three decades he has worked with organisations in the private and not-for-profit sectors, from one-person start-ups to global companies.
Recent examples include:
- What do we learn from the way nursing teams have worked together during the first phase of Covid? (Hospital department, two hundred staff)
- How can we energise our people and engage our partners around a refreshed strategy? (Public sector organisation of around one thousand staff)
- How do we need our most senior twenty-five people to lead, and how can we help them develop these behaviours? (Private sector organisation, one thousand staff)
- How can we encourage clinicians, nurses and managerial colleagues to work together to develop our services? (Hospital department, one hundred staff)
- How can I grow my business so that it can pay me a decent salary? (Software business, two staff)