Current projects
We are supporting a range of organisations currently – a sample of these is shown below. But because every need and context is different we tailor make what we do for every assignment. We welcome discussions on your transition needs
We don’t believe one size does fit all, so we tailor make our responses to the unique demands of each client. We do know that the tools and techniques we have developed have the power to transform the success with which leaders lead through transitions – whether these are individual or organisational.
Air France/KLM
The need: to create single, combined management teams out of the twin structures of Air France and KLM in 3 key business areas (Cargo, International Commercial and Engineering and Maintenance)
The brief: to create a distinctive “third way” of leading and managing that will harness the best of both organisations, where national cultures and ways of working in both organisations are very different
The Turning Point’s response: to work with over 300 managers in their real teams through 2008, using an agreed set of criteria that will deliver the new “third way” of the merged AF/KLM leadership and culture.
BNP Paribas
A 3 year project in which the French bank wants to ensure its country managers are able to make job moves around the world with minimum attrition and maximum effectiveness……that they can hit the ground running through the tools and self awareness they get from the programme we have designed with them. We run this in collaboration with CAA.
Canalplus & TPS
The need: to create the organisational structures that will allow CanalPlus to exploit the technical skills and capabilities that managers in TPS can bring
The brief: to grow the capacity of the organisation by using the most talented managers from whichever organisation in the most commercially significant roles.
The Turning Point’s response: working with key identified leaders and their teams whose contribution is most critical to the success of the merger.
BNP Paribas Personal Finance
The need: Primarily to support the transition into new and challenging roles of the company’s “high potential” managers, especially with regards to their leadership; a secondary objective was to help these managers widen their network among peers in the organisation.
The brief: Using a range of experience-based learning methods (large and small groups, learning sets and coaching), to develop these managers’ capability to succeed as they rise up the organisation.
The Turning Point’s response: A learning programme with a practical but compelling approach to leadership development, which is highly interactive and personally challenging for participants.
Societe General
We are the provider of choice for SG in the UK, working on a range of topics covering coaching, team development and the transition of junior managers to middle managers.
Individual coaching
We continue to work on a one-to-one basis with senior leaders who are taking on new roles in complex and turbulent environments. Get in touch.
We look at our systems and see a reflection of ourselves, then spend most of our career replacing the “mirror” rather than doing the much harder work of re-architecting ourselves.
