Join us on a journey to improved business performance. Here you can find out how we are accelerating many organisations along that path.

Change Management

Running a business and changing a business are two separate activities. If you are dissatisfied with the results that you are getting from either or both of these activities, then perhaps our focus and expertise could help

We encourage people to focus on the reality of where they are now, where they could be and what would be involved if they commit to the change

Our expertise is knowing how to improve performance by aligning:

Leadership

Leadership is a role in which all of us will participate at some time in our lives. It could be: at work as a manager, executive, owner, sole trader; at home as a parent or elder sibling; on the sports field; on the stage; etc. Whenever we are 'called upon' to play that role, the skills will be the same:

  • Transactional skills - getting the job done!
    • These are the competences we use when we want to get the job done! They are often called the 'hard skills'.
    • Running a business predominately requires 'transactional skills'. These are taught in business and management programmes e.g. MBA courses, and are most often associated with productivity, cost reduction and analysis. We would expect most senior managers to be competent in these instrumental skills.
    • Creating a learning culture can ensure that individuals are aware of new opportunities and best practice.

  • Interpersonal skills - working with people!
    • Interpersonal skills are associated with the people side of work, including communications, interactions, teamwork, development, motivation and putting shared values into practice.
    • We find that the most successful leaders have earned the trust and respect of their 'followers' through excellence in these soft skills. They are easy to teach, but our clients tell us that they are hard to learn, because learning involves changing habits of a lifetime. These are often termed the 'soft skills'

  • Visionary skills - setting direction!
    • These involve seeing things that are perhaps obscure or out of sight to the majority and then presenting the benefits of attaining some new or desired state.
    • Visionary skills involve the ability to transform a vision into reality, including the development and execution of concrete plans. This involves opening people up from the blinding internal focus within which they often think and work.

  • Systems skills - managing the big picture!
    • These depend upon an ability to grab hold of the big picture and integrate transactional and interpersonal skills with visionary skills. This is the hallmark of great leaders and demonstrate a profound understanding of the interactions of external and internal systems pressures and components.
    • In a world where all businesses face global competition and collaborative activities involving both customers and suppliers are the norm, strong systems thinking is a key competitive advantage.

Business Processes

Lean business processes eliminate waste and ensure that activities are efficient, effective and produce value. Managers, therefore, need to:

  • 'document' processes for consistency
  • 'measure' processes for performance
  • 'optimise' processes for value

GatleyHall have the expertise to document, measure and optimise business processes. We also specialise in Business Process Management (BPM) which is an integrated approach that joins up functional or silo activities. BPM creates visibility, communication and collaboration, which are the essential components of business excellence.

Culture

Because behaviour impacts performance and results, managers are interested in how people behave. Organisational culture is a 'shorthand' for describing and predicting a range of behaviours that might be expected at work. Hence, the preoccupation by managers and leaders with creating the most appropriate culture.

GatleyHall understand the interrelationships between 'human factors', 'environmental factors' and 'brands' that collectively create and reinforce cultures. We have developed a practical and successful set of tools and techniques that provide leaders and managers with a rapid and sustainable approach to cultural change.

Information

Do any of the following ring true? Too much information? Uncertain about its quality? Incompatible formats? Duplicated effort? Missed opportunities to innovate?

These statements are symptoms that information is not being treated as an important asset and is not being effectively managed.

GatleyHall help organisations to structure and share information based on standards that ensure effective and timely use. We have experience in developing information strategies, high level data models and defining and securing mission critical data.

Technology

The way that technology resources are organised can determine the agility with which an organisation can successfully implement its strategy. The difficulty and cost of modifying today's rigid IT architectures can be so high that some organisations would rather abandon new strategic initiatives than make a single change to the applications they already have in place

This leaves the way open for less risk averse competitors or new start-ups who are prepared to adopt service-oriented architectures. This approach offers the agility required by organisations in the current business context