Customised development
Henley Business School was
managers and businesses face. We • Relevance this is about making the
established by business for
have come to see again and again that development experience – content,
management and leadership revolves flow, pace – truly reflective of the
business. It was founded
around a series of dilemmas and issues which leaders face in your
upon the principle that
choices. While no textbook answers organisation. People need to solve
practising managers learn
exist to these, we have developed and real problems during a development.
collated tried and tested approaches to
as much from sharing their
• Outcomes every programme has
help executives find the right solutions
an open-ended quality, in that,
existing knowledge and for themselves and their organisations.
individuals derive the outcomes
experience to develop that resonate for them. It is never
Our approach
greater capability, than
easy to predict accurately what every
When looking to structure executive
individual participant will gain from
from a reliance on taught
development with a client, we
executive development. However,
academic theoretical
place huge importance on a few
clearly scoping potential and core
input. It is this pragmatic
key principles which enable the
outcomes is essential to ensure it is
intervention/programme to be
focus that drives the
fit for purpose. These outcomes are
successful:
the basis for measuring success.
key differences of our
• Context the programme needs to
customised executive
be set in context with the overall
No.2 in the UK and No.5 in Europe
development programmes.
organisation development agenda
for new skills and learning.
that is being pursued. Every
organisation is on a journey and
Financial Times
Experience
Executive Education rankings, 2008
executive development plays a role in
With years of experience of working in
either deciding direction, engaging
business-to-business partnerships with
people to be on that journey and/or
such a variety of different types of
doing specific things to accelerate
organisations, we understand the full
the journey.
range of challenges and critical issues
‘At Aegon we take the development of our people
seriously. It is, after all, our people who set us apart from
the competition. Progression, our management
development programme, which we are delivering in
partnership with Henley, has already produced positive
results. Managers are reporting that they are more self-
aware, more motivated and engaged, and have a greater
understanding of the different challenges we face. And
since they’re working together to overcome these, they’re
more confident in their own abilities as managers and
leaders. We’re also starting to see a shift in our
organisational culture with greater co-operation across
the business and increased understanding of how
different parts of the organisation fit together.’
Otto Thoresen Chief Executive, Aegon UK
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