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PROJECTS
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| It's
easy to 'talk the talk', but you can
better judge what we can do, if you
read about us 'walking the talk'. Here
are some of the clients who have retained
us, projects we have undertaken, changes
we have made. Also read our client references
to hear directly from the 'horses mouth'.
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Hewlett Packard
- Change Management
Change management for world-wide
business information technology implementation
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Hewlett Packard
- Management and Leadership Development
Development
and delivery of numerous training
programmes from senior through
to first level managers. |
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STMicroelectronics
- Culture Change
Development and implementation
of a performance management process
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STMicroelectronics
- Management and Leadership Development
Design
and delivery of an integrated
Technical Leadership programme
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Great Ormond
Street Hospital for Children
- Change Management
Change management support for
a hospital-wide cultural change
programme |
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HEWLETT PACKARD
- Inkjet Printer Organisation
(Ireland,
Singapore, USA, Puerto Rico)
Change Management for world-wide SAP
Implementation. In 1998 Hewlett Packard
made a decision to implement SAP across
its worldwide Inkjet Printer Group.
SAP is a fully integrated business
information system, it is an enabler
for operational excellence. It allows
real-time, like-for-like comparisons
in performance across different sites
world-wide.
HP's Inkjet SAP project delivered
a fully joined-up management information
system, for all aspects of business
information, across five geographies,
for a multi-billion dollar business.
Implementing SAP necessitates massive
organisational and cultural change.
Relay has been HP's Change Management
partner throughout the whole of the
worldwide implementation. This has
involved working with top managers
through to operational staff to uncover
areas of resistance and working through
these in all sites. All work was cross-functional
in nature
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Synergy sessions - aligning the organisation's
leadership to communicate a clear focus
for
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the change
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Creating and enabling MOC (Management of Change)
teams to lead the changes |
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Coaching and mentoring to provide support throughout the actual implementation phase
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The new integrated
system has had a significant impact
on the businesses results.
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Hewlett Packard - various divisions
within HP
Development and delivery of numerous
training programmes senior through
to first level managers.
Over the past twelve years Relay
Consultants have been commissioned
by Hewlett Packard to develop and
deliver a number of management development
programmes. For each of these programmes
we conducted extensive needs analyses
with the target audience. All design
work was highly collaborative with
the client and delivery was often
made in partnership with lead managers.
Making Change Happen™ was the first
programme developed, this was deployed
across senior and middle manager
population of the UK Sales Region
and has also been used extensively
in US divisions. We then developed
and delivered an integrated performance
management programme to all managers
in HP's start-up inkjet printer
manufacturing operation in Dublin.
This was part of a deliberate strategy
by senior managers to shape the
culture of their start-up operation.
This work provided the starting
point for the Actively Managing
Performance™ programme we later
developed and delivered for STMicroelectronics.
We were then asked to develop two
programmes for the Bristol site
- NetWorks for You™ and Consulting
for Success™. Both programmes have
subsequently been used extensively
in both classroom training and hands-on
consulting mode across many of our
clients and projects. The NetWorks
for You™ training programme has provided
the intellectual property for our
new e-learning programme. See our
Programmes section for overviews
of all our products.
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STMicroelectronics
- Culture change
Development and implementation
of a performance management process
STMicroelectronics is the world's
largest supplier of silicon chips
for set-top boxes. Relay Consultants
devised and implemented a performance
management system for STMicroelectronics'
Advanced Research and Development
Centre in Bristol (the centre responsible
for the design and development of
the set-top box silicon chips).
We worked with STM's top team to ensure
the design addressed the existing
business issues, and enabled the development
of the desired culture (better business
decisions, stronger research and development
focus, and highly motivated people
to deliver world-class products).
The Actively Managing Performance™
programme provided the basis for workshops
for 120 managers at all levels. This
workshop gained commitment to a new
way of working and ensured that business
focused objective setting, handling
One-to-One's with staff to gain alignment,
and delivering constructive feedback
skills became core competencies for
managers.
We subsequently worked with the top
team to monitor and evaluate the progress
of this performance management initiative.
Two years later ST's HR and Operations
Director said this new way of working
has become "organisational habit-life".
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STMicroelectronics
- Management and Leadership Development
Design and delivery of an integrated
technical leadership programme
We have worked for five years with
STMicroelectronics, focusing on developing
the ability of their middle and first
level project managers to work more
effectively in and across the organisation.
This programme was born out of the
strategic need for the business to
move away from large projects with
long time-frames (many years) to small
customer driven projects that are
delivered fast (9-12 months).
This project involved diagnosing key
issues and designing and rolling out
an integrated and applied technical
leadership programme. The programme
runs over 9 months and individuals
work through this period on applying
new skills and knowledge to problems
they face in their projects. The programme
works in the areas of Business Strategy,
Project Management, Team Leadership
and Individual Leadership. We both
designed and delivered modules, and
integrated world class courses into
the programme.
All technical leaders use a 360 o
feedback process, and personal style
diagnostic to stimulate objectives
for the 9 month programme. One-to-One coaching
and small group action learning sets
were used to help apply learning to
actual business problems. Typically
these relationships continue well
beyond the end of the formal programme.
Each programme is assessed by senior
business managers for return on investment.
It is considered to have been a significant
contributor to the strategic success
of the business, and development of
a new culture over the past five years.
Interesting Fact:
In a recent leadership study of 350
leading companies conducted by Warren
Bennis and Linkage International,
73% of companies asked put Action
Learning at the top of the list when
asked what contributed most to the
success of their leadership development
programmes. See Linkage Inc's Best
Practices in Leadership.
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Great Ormond Street Hospital for
Children - Change Management
Change
management support for a hospital-wide
cultural change programme
Great Ormond Street Hospital offers
the widest range of paediatric specialties
in the UK. It is world renowned for
its leadership in research, clinical
care, and teaching. In 2002/2003 Great
Ormond Street Hospital underwent a major
structural re-organisation as part of
it's response to continuously improving
its services to meet the needs of children
and families better. The structural
changes were designed to support the
need for a more integrated approach
to service delivery. Structural change
only goes so far, and it was clear that
additional work needed to be done to
help GOSH realise the ambitions of its
Board. It was accepted that there were
lots of good things about the existing
culture, but also aspects they were
less proud of, and that were getting
in the way. Relay were asked to help
GOSH develop the organisation for the
future. We are working with the Executive,
Management Board and wider organisation
to help them: |
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develop
and articulate the longer term
vision for the future |
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define
the organisational values and
culture that would underpin this
vision |
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identify
ways of managing and working together
that would support effective service
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delivery and the realisation of
the vision and values. |
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establish
and empower a cross-organisational team that could effectively lead
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cultural changes and integrate
the various positive organisational
initiatives going on |
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across the
hospital. |
This work is ongoing. |
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Projects completed by relay consultants, elearning consultants.
e-learning, elearning, training, courses, programmes, elearning course, elearning training, CD, elearning CD,
Go through the work we have done for our clients and check the description of each project to go through the work we have done for them.
training courses, training CD, influencing elearning, elearning solutions, elearning providers, e-learning, elarning, elearning work,
elearning providors
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