Executive Performance and Review

In a large financial services company and in a company pursuing private equity funding we ran programmes to develop the Boards’capabilities for creating sustainable improvements to their businesses. Harty Roberts guided the leadership to move from a ‘command and control’ style to one of support and development.

Key outcomes were:

• an environment where senior leaders took collective responsibility for driving the development of strategic plans for business performance
• the emergence of a shared identity, the bedrock for the change initiatives to follow
• the introduction of a continuous improvement culture driven by the Board

Strategic change programmes

In a top ten international law firm we contributed to a culture change project to allow:

• new ways of working; and
• a new approach to space allowing growth at reduced cost.

Harty Roberts’ role was advisory support to ensure staff engagement.

We also provided advice and mentoring to support the development of the project initiation, including the Steering Group composition, terms of reference and the roles and responsibilities with the external consultants, and advised on clear outputs and measurable deliverables for the new working environment for the firm.

Team Performance

In a global asset management firm, Harty Roberts delivered a programme to improve business performance through better communication and support between business services and client facing teams.

Key outcomes were

• an environment where findings were fed back in a balanced and constructive way
• an improved client service delivery
• a team focused on continuous improvement and faster delivery of existing and new products to market
• leaders of change capable of continuing to develop the environment and their people

Individual Performance

In a number of professional services, financial services and rapidly changing organisations, Harty Roberts has delivered one to one coaching and mentoring for individuals leading to

• a step forward in their team contributions as part of becoming a team focused on expanding the business
• a better understanding of themselves, taking responsibility for their own and their teams’ development
• use of the key characteristics of an effective team, building high performance individually and collectively
• more specific feedback to increase self- awareness and generate responsibility for change
• action planning to make the required changes happen