Does your Leadership or Management Development Programme reflect your brand? For years, business and organisations have lavished time and money on improving the capabilities of managers and on nurturing new leaders. When upward of 500 executives were asked to rank their top three human-capital priorities, leadership development was included as both a current and a future priority. Companies admit that they have failed to exploit their business opportunities fully because they lack enough leaders with the right capabilities.

We don’t train leaders, we develop them. If what you desire is a robotic, static thinker – train them. If you’re seeking innovative, critical thinkers – develop them. It is impossible to have an enterprise which is growing and evolving if leadership is not. This programme is not about learning a set of rules on how to behave. It is about developing resilience, suspending judgement and finding creative, ethical responses to difficult issues. As a result of becoming more aware of your own, and others’ emotions, you will be able to communicate and lead more effectively.

Your company brand is the lifeblood of the business: It is a statement of your company’s personality and a declaration of company values. Your business and products must inspire how people feel, influence how they behave, and compel them to act. With the right positioning strategy, branding creates an indelible impression that allows consumers to engage with a company on a more personal, emotional level. To create this degree of awareness, you can use one of a number of positioning strategies to which you can anchor your brand.

Positioning a brand as the solution to a consumer’s problem is also a powerful strategy. One common problem is that even when businesses find areas with rich potential for example – new products, new geographies or even a whole new business model, however their implementation plans don’t creatively compel changes in buyer behaviour. Your business may be successful, your customers may be content, but are you letting new opportunities to improve efficiency or acquire, keep, and grow customers slip through your grasp?

Business’s role within society, from the perspective of a range of stakeholders, is changing. These changes are placing increased pressure on organisations to transform in order to meet expectations. The workplace should not be something that people dread every day. Employees should look forward to going to their jobs. In fact, they should have a hard time leaving because they enjoy the challenges, their co-workers, and the atmosphere. While the work may be difficult, the culture should not add to the stress of the work. Team and company culture should be designed to alleviate work related stress.

The biggest driver for change comes, unsurprisingly, from technology, consumer and employee expectations. As your company grows, culture can exert its powerful effect on people by steering them to act or to behave in a certain way when the path is otherwise unclear. Happy, engaged, enthusiastic employees increase productivity, and when a business is more productive, that means it is working faster, efficiencies increase profitability. It’s no wonder that organisations are making large investments to build and nourish their culture.

Sales are the heart of any business. Without sales, you don’t have a business. The ability to convince people to spend their money is probably the most valuable skill in business. Knowing your customers, the market and the competition is not enough to ensure sales success. The reality is that you have more data about your own organisation’s behaviour than your customers. Although it may sound counterintuitive, this is a huge benefit that you can use to your advantage to drive sales and business efficiency.

Exporting presents us with huge opportunities to grow our sales, but it is not just a case of pricing our products in a different currency or including a different language instruction manual, it is about understanding the market you want to sell to, getting access to potential customers and promoting your products in a culturally acceptable manner. Working together you will be shown how to build customer value models that give you a better understanding of the value of your offerings to target customers and market segments — and that help you deliver market offerings to better meet customers’ requirements and preferences.

Everything you wear, eat, sit on, use, read or knock about on the sports field comes to you courtesy of the operations managers who organised its production. Operations and process are significant central functions of all organisations, whether they produce goods or provide services, and whether they are in the private, public or voluntary sectors. Operations and processes are where competitive advantages, strategic plans, activities and critical decisions are tested.

Irrespective of their size, all companies need to produce and deliver their products and services efficiently and effectively. Large companies may have the resources to dedicate individuals to specialised tasks but smaller companies often cannot, making people do different jobs as the need arises. This informal structure flexibility can allow the company to respond quickly as opportunities or problems present themselves. However roles and decision making can become diluted with bottlenecks created in other functions. We help our clients organise their operations and processes around their organisations strategic outcomes focusing on their clients specific needs.

Relationships take time. Exceptional client service constitutes a core value for the business. Every interaction with the Client or Customer enhances or decreases their commitment to you or your organisation. The success of a company hinges largely on strong client relationships. However no amount of personal connection can substitute for great services or products. Happy clients are more likely to make referrals. Relationship Advancement is not only about making more sales, it’s about helping your clients create better businesses.

Like any relationship, unless a client relationship is moving forwards, it is moving backwards, eroded by manifold pressures including ever-stiffer competition. Helping you to help your clients to engage and explore the potential benefits of a deeper relationship through alignment of their objectives, relationship styles, processes, language, and culture. Knowledge about clients is applied to customising interaction and service delivery. We can also help business-to-business relationships move beyond the buy-sell relationship to one of partnership. This entails jointly creating and sharing value, and is characterised by value-sharing contracts, deep mutual disclosure of objectives, and joint initiatives that draw on the resources of both organisations.

You’ve got an idea that could revolutionise your company – in fact you’ve had it for ages. But you’ve been so busy with business as usual that the idea has not had a chance to breathe. Every company, in every industry, no matter what size needs an innovation strategy. Now more than ever, innovation is key to growth, to acquiring and sustaining competitive advantage, and to building shareholder value for the long term. The innovation process is fast becoming more open, and more global.

You may have identified an area into which your business should be moving but you’re unsure where to start. We help demystifies the innovation process, providing brilliant basics, a clear vision and structured roadmap. There is no correlation between the amount of money a company spends on research and development and its overall financial results. We provide perspectives on how to achieve strategic objectives through the development of new products, adjacent markets, breakthrough innovations, new value propositions and new business models.