www.appletongreene.com
Open in
urlscan Pro
208.157.146.18
Public Scan
URL:
https://www.appletongreene.com/clp-cih-technology-invoked-change
Submission: On August 28 via manual from CR — Scanned from DE
Submission: On August 28 via manual from CR — Scanned from DE
Form analysis 1 forms found in the DOM
GET https://www.appletongreene.com/search-consultants-results/
<form method="get" class="ptb-search-form ptb-search-consultantssidebar ptb-search-form-submit" action="https://www.appletongreene.com/search-consultants-results/">
<input type="hidden" class="ptb-search-post-type" value="consultant"><br>
<input type="hidden" name="f" value="consultantssidebar"><br>
<input type="hidden" name="ptb-search" value="1"><br>
<input type="hidden" name="page_id" value="13389">
<p></p>
<div class="ptb_first_row ptb_row ptb_consultant_row">
<div class="ptb_col ptb_colrow_classes ptb_col_first">
</div>
<div class="ptb_col ptb_col1-1 ptb_col_last">
<div class="ptb_search_module ptb_search_taxonomies">
<div class="ptb_search_label">
<label for="ptb_consultantssidebar_taxonomies_consultant_type">Department</label>
</div>
<div class="ptb_search_select_wrap">
<select data-placeholder="Show All" name="consultant_type" id="ptb_consultantssidebar_taxonomies_consultant_type" style="display: none;">
<option value="">Show All</option>
<option value="customer-service">Customer Service</option>
<option value="e-business">e-Business</option>
<option value="finance">Finance</option>
<option value="globalization">Globalization</option>
<option value="human-resources">Human Resources</option>
<option value="information-technology">Information Technology</option>
<option value="legal">Legal</option>
<option value="management">Management</option>
<option value="marketing">Marketing</option>
<option value="production">Production</option>
</select>
<div class="chosen-container chosen-container-single" style="width: 100%;" title="" id="ptb_consultantssidebar_taxonomies_consultant_type_chosen">
<a class="chosen-single chosen-default" tabindex="-1"><span>Show All</span><div><b></b></div></a>
<div class="chosen-drop">
<div class="chosen-search"><input type="text" autocomplete="off"></div>
<ul class="chosen-results"></ul>
</div>
</div>
</div>
<p></p>
</div>
<div class="ptb_search_module ptb_search_taxonomies">
<div class="ptb_search_label">
<label for="ptb_consultantssidebar_taxonomies_locations">Location</label>
</div>
<div class="ptb_search_select_wrap">
<select data-placeholder="Show All" name="locations" id="ptb_consultantssidebar_taxonomies_locations" style="display: none;">
<option value="">Show All</option>
<option value="bahrain">Bahrain</option>
<option value="venice">Venice, Italy</option>
<option value="nashville">Nashville TN</option>
<option value="prague">Prague, Czech Republic</option>
<option value="toledo-oh">Toledo OH</option>
<option value="delhi">Delhi, India</option>
<option value="istanbul">Istanbul, Turkey</option>
<option value="memphis">Memphis TN</option>
<option value="cleveland">Cleveland OH</option>
<option value="calgary-canada">Calgary, Canada</option>
<option value="albuquerque-nm">Albuquerque NM</option>
<option value="auckland">Auckland, New Zealand</option>
<option value="salt-lake-city">Salt Lake City UT</option>
<option value="boston">Boston MA</option>
<option value="munich">Munich, Germany</option>
<option value="doha">Doha, Qatar</option>
<option value="los-angeles">Los Angeles CA</option>
<option value="honolulu">Honolulu HI</option>
<option value="paris">Paris, France</option>
<option value="cork">Cork</option>
<option value="islamabad">Islamabad, Pakistan</option>
<option value="budapest">Budapest, Hungary</option>
<option value="newark">Newark NJ</option>
<option value="austin">Austin TX</option>
<option value="taipei-taiwan">Taipei, Taiwan</option>
<option value="alexandria-va">Alexandria VA</option>
<option value="melbourne">Melbourne, Australia</option>
<option value="charlotte">Charlotte NC</option>
<option value="new-york">New York NY</option>
<option value="albany-ny">Albany NY</option>
<option value="dubai">Dubai</option>
<option value="san-diego">San Diego CA</option>
<option value="monte-carlo">Monte Carlo, Monaco</option>
<option value="panama-city">Panama City, Panama</option>
<option value="manchester-united-kingdom">Manchester, United Kingdom</option>
<option value="mumbai">Mumbai, India</option>
<option value="jacksonville">Jacksonville FL</option>
<option value="orlando">Orlando FL</option>
<option value="denver">Denver CO</option>
<option value="haifa-israel">Haifa, Israel</option>
<option value="atlanta-ga">Atlanta GA</option>
<option value="sydney">Sydney, Australia</option>
<option value="baltimore">Baltimore MD</option>
<option value="dallas">Dallas TX</option>
<option value="charleston">Charleston SC</option>
<option value="kuwait">Kuwait</option>
<option value="san-jose">San Jose CA</option>
<option value="new-orleans">New Orleans LA</option>
<option value="san-jose-cr">San Jose CR</option>
<option value="perth-australia">Perth, Australia</option>
<option value="beijing">Beijing, China</option>
<option value="miami">Miami FL</option>
<option value="san-francisco">San Francisco CA</option>
<option value="bucharest">Bucharest, Romania</option>
<option value="milwaukee-wi">Milwaukee WI</option>
<option value="geneva">Geneva, Switzerland</option>
<option value="bogota">Bogota, Columbia</option>
<option value="riyadh">Riyadh, Saudi Arabia</option>
<option value="portland">Portland OR</option>
<option value="milan">Milan, Italy</option>
<option value="tel-aviv">Tel Aviv, Israel</option>
<option value="columbus">Columbus OH</option>
<option value="tucson">Tucson AZ</option>
<option value="baton-rouge-la">Baton Rouge LA</option>
<option value="st-louis-mo">St. Louis MO</option>
<option value="hong-kong">Hong Kong</option>
<option value="brussels">Brussels, Belgium</option>
<option value="tampa">Tampa FL</option>
<option value="kiev">Kiev, Ukraine</option>
<option value="adelaide-australia">Adelaide, Australia</option>
<option value="lausanne">Lausanne, Switzerland</option>
<option value="buenos-aires">Buenos Aires, Argentina</option>
<option value="cincinnati">Cincinnati OH</option>
<option value="san-antonio">San Antonio TX</option>
<option value="dakar">Dakar, Senegal</option>
<option value="cairo">Cairo, Egypt</option>
<option value="helsinki">Helsinki, FInland</option>
<option value="dar-es-salam">Dar es Salam, Tanzania</option>
<option value="saginaw-mi">Saginaw MI</option>
<option value="columbia-sc">Columbia SC</option>
<option value="shanghai">Shanghai, China</option>
<option value="salzburg">Salzburg, Austria</option>
<option value="kampala">Kampala, Uganda</option>
<option value="sofia">Sofia, Bulgaria</option>
<option value="brisbane-australia">Brisbane, Australia</option>
<option value="zurich">Zürich, Switzerland</option>
<option value="mexico-city">Mexico City, Mexico</option>
<option value="louisville">Louisville KY</option>
<option value="oklahoma-city">Oklahoma City OK</option>
<option value="santiago">Santiago, Chile</option>
<option value="cape-town">Cape Town, South Africa</option>
<option value="minneapolis">Minneapolis MN</option>
<option value="detroit">Detroit MI</option>
<option value="vancouver">Vancouver, Canada</option>
<option value="toulouse-france">Toulouse, France</option>
<option value="tokyo">Tokyo, Japan</option>
<option value="vienna">Vienna, Austria</option>
<option value="nairobi">Nairobi, Kenya</option>
<option value="lyon">Lyon, France</option>
<option value="canberra-australia">Canberra, Australia</option>
<option value="montreal">Montreal, Canada</option>
<option value="monterrey">Monterrey, Mexico</option>
<option value="fort-worth">Fort Worth TX</option>
<option value="moscow">Moscow, Russia</option>
<option value="st-petersburg">St. Petersburg</option>
<option value="casablanca">Casablanca, Morocco</option>
<option value="oslo">Oslo, Norway</option>
<option value="kansas-city">Kansas City MO</option>
<option value="barcelona">Barcelona, Spain</option>
<option value="dusseldorf-germany">Dusseldorf, Germany</option>
<option value="luxembourg">Luxembourg</option>
<option value="bangkok">Bangkok, Thailand</option>
<option value="berlin">Berlin, Germany</option>
<option value="philadelphia">Philadelphia PA</option>
<option value="norfolk-va">Norfolk VA</option>
<option value="toronto">Toronto, Canada</option>
<option value="rio-de-janeiro">Rio De Janeiro, Brazil</option>
<option value="warsaw">Warsaw, Poland</option>
<option value="pittsburgh">Pittsburgh, PA</option>
<option value="bangalore">Bangalore, India</option>
<option value="johannesburg">Johannesburg, South Africa</option>
<option value="stockholm">Stockholm, Sweden</option>
<option value="phoenix">Phoenix AZ</option>
<option value="madrid">Madrid, Spain</option>
<option value="des-moines-ia">Des Moines IA</option>
<option value="jersey-channel-islands">Jersey</option>
<option value="jakarta">Jakarta, Indonesia</option>
<option value="raleigh">Raleigh NC</option>
<option value="seoul">Seoul, South Korea</option>
<option value="las-vegas">Las Vegas NV</option>
<option value="amman">Amman, Jordan</option>
<option value="sao-paulo">São Paulo, Brazil</option>
<option value="washington">Washington DC</option>
<option value="durham-nc">Durham NC</option>
<option value="tallahassee">Tallahassee TN</option>
<option value="lagos">Lagos, Nigeria</option>
<option value="seattle">Seattle WA</option>
<option value="belgrade">Belgrade, Serbia</option>
<option value="hartford">Hartford CT</option>
<option value="omaha-ne">Omaha NE</option>
<option value="athens-greece">Athens (Greece)</option>
<option value="kuala-lumpur">Kuala Lumpur, Malaysia</option>
<option value="rome">Rome, Italy</option>
<option value="richmond">Richmond VA</option>
<option value="el-segundo-ca">El Segundo CA</option>
<option value="abu-dhabi">Abu Dhabi, UAE</option>
<option value="greensboro">Greensboro NC</option>
<option value="copenhagen">Copenhagen, Denmark</option>
<option value="stuttgart">Stuttgart, Germany</option>
<option value="ann-arbor-mi">Ann Arbor MI</option>
<option value="bengaluru">Bengaluru, India</option>
<option value="london">London, United Kingdom</option>
<option value="dublin">Dublin, Ireland</option>
<option value="chicago">Chicago IL</option>
<option value="edmonton-canada">Edmonton, Canada</option>
<option value="amsterdam-netherlands">Amsterdam, Netherlands</option>
<option value="singapore">Singapore</option>
<option value="el-paso">El Paso TX</option>
<option value="indianapolis">Indianapolis</option>
<option value="houston">Houston TX</option>
</select>
<div class="chosen-container chosen-container-single" style="width: 100%;" title="" id="ptb_consultantssidebar_taxonomies_locations_chosen"><a class="chosen-single chosen-default" tabindex="-1"><span>Show All</span><div><b></b></div></a>
<div class="chosen-drop">
<div class="chosen-search"><input type="text" autocomplete="off"></div>
<ul class="chosen-results"></ul>
</div>
</div>
</div>
<p></p>
</div>
<div class="ptb_search_module ptb_search_taxonomies">
<div class="ptb_search_label">
<label for="ptb_consultantssidebar_taxonomies_consultant_type">Industry</label>
</div>
<div class="ptb_search_select_wrap">
<select data-placeholder="Show All" name="consultant_type" id="ptb_consultantssidebar_taxonomies_consultant_type" style="display: none;">
<option value="">Show All</option>
<option value="customer-service">Customer Service</option>
<option value="e-business">e-Business</option>
<option value="globalization">Globalization</option>
<option value="information-technology">Information Technology</option>
<option value="management">Management</option>
<option value="production">Production</option>
<option value="human-resources">Human Resources</option>
<option value="finance">Finance</option>
<option value="legal">Legal</option>
<option value="marketing">Marketing</option>
</select>
<div class="chosen-container chosen-container-single" style="width: 100%;" title="" id="ptb_consultantssidebar_taxonomies_consultant_type_chosen">
<a class="chosen-single chosen-default" tabindex="-1"><span>Show All</span><div><b></b></div></a>
<div class="chosen-drop">
<div class="chosen-search"><input type="text" autocomplete="off"></div>
<ul class="chosen-results"></ul>
</div>
</div>
</div>
<p></p>
</div>
<p></p>
</div>
<p></p>
</div>
<p> <input type="hidden" value="W10=" class="ptb_search_keys"><br>
<input type="submit" value="Search"><br>
</p>
</form>Text Content
Skip to content
Menu
* Information
* Our History
* Mission
* Offices
* Close
* Services
* Corporate Training
* Standard Programs
* Bespoke Programs
* Training Process
* Close
* Clients
* Client Profile
* Client List
* Industry Sectors
* Client Testimonials
* Close
* People
* Consultants
* Learning Providers
* Appleton Greene
* Consulting Companies
* Close
* Locations
* The Americas
* Head Office
* United States of America
* Canada
* South America
* Europe
* Europe
* Switzerland
* Asia
* Middle East
* India and Pakistan
* China
* Japan
* Far East
* Other
* Africa
* Australasia
* Close
* Publications
* Customer Service
* e-Business
* Finance
* Globalization
* Human Resources
* Information Technology
* Legal
* Management
* Marketing
* Production
* Close
* Contact
* Search Consultants
(CLP) (CIH) Technology Invoked Change
TECHNOLOGY INVOKED CHANGE
The Appleton Greene Corporate Training Program (CTP) for Technology Invoked
Change is provided by Mr. Horrocks Certified Learning Provider (CLP). Program
Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly
Support 4 hours; Program Duration 12 months; Program orders subject to ongoing
availability.
CLIENT PROGRAM ORDER (CPO) FORM – TECHNOLOGY INVOKED CHANGE
* PERSONAL PROFILE
* (CLP) PROGRAMS
* EXECUTIVE SUMMARY
* CURRICULUM
* PROGRAM OBJECTIVES
* METHODOLOGY
* INDUSTRIES
* LOCATIONS
* BENEFITS
* TESTIMONIALS
* PERSONAL PROFILE
PERSONAL PROFILE
Mr Horrocks, M.SC, B.Eng., C.Eng. has had a long career dealing with technology
in various industries beginning in his early years as an engineer with the
application of computers to machine tools both in structural Analysis and
automated tool changing. His development with technology has followed both the
computer-based developments through CAD, CAM, CIM and robotics to materials such
as carbon fibre and the use of lightweight metals. He has been in the vanguard
of introducing critical technology applications, such as low-power lasers for
aligning machine tools to applying visual simulation techniques for assessing
manufacturing lines and warehouse design.
As the technology matured, Mr Horrocks moved from the technical design to
implementation, exploring why seemingly good projects and technologies failed.
This led to change management and the impact that technology has on both people
and processes.
Mr Horrocks began his career in machine tools after taking a mechanical
engineering degree and a master’s in machine tool technology, focusing on
designing future machine tools, for example, replacing cast structures with
fabricated ones. This is Mr Horrocks’s genuine interest and capability in
analysis and using computer tools to provide data for decision-making. Mr
Horrocks next career move was into production consulting, analysing, and
improving production processes.
Gradually Mr Horrocks became engaged in computer systems for design, process
planning, and commercial processes, covering designing new applications and
supporting customers with their implementation. Implementation work developed
from training on new transactions and data migration to helping the organisation
through the required change. Again, this aligns well with Mr Horrocks’s natural
disposition to create solid personal bonds, building strong customer trust.
• Depth of research
• Depth of experience
• Ability to relate customer situation to his experience.
• Anecdotal capability
• Simplifying tools and examples
• Good presentation skills
• Has undertaken the work personally within a wide range of industries and
company profiles.
Mr Horrocks delivers engaging workshops and support materials; his rich tapestry
of experience across different industries, company sizes, cultures, and
ownerships enables him to relate to each client’s unique situation quickly. His
style enables him to challenge management teams and proffer solutions when they
appear stuck, changing the status quo. Mr Horrocks brings leading-edge tools
that provide insights and vital decision-support information. Mr Horrocks has a
lengthy mentoring background and is an experienced exponent of the art through
online mediums.
To request further information about Mr. Horrocks through Appleton Greene,
please Click Here.
--------------------------------------------------------------------------------
* (CLP) PROGRAMS
(CLP) PROGRAMS
Appleton Greene corporate training programs are all process-driven. They are
used as vehicles to implement tangible business processes within clients’
organizations, together with training, support and facilitation during the use
of these processes. Corporate training programs are therefore implemented over a
sustainable period of time, that is to say, between 1 year (incorporating 12
monthly workshops), and 4 years (incorporating 48 monthly workshops). Your
program information guide will specify how long each program takes to complete.
Each monthly workshop takes 6 hours to implement and can be undertaken either on
the client’s premises, an Appleton Greene serviced office, or online via the
internet. This enables clients to implement each part of their business process,
before moving onto the next stage of the program and enables employees to plan
their study time around their current work commitments. The result is far
greater program benefit, over a more sustainable period of time and a
significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels
to transfer business process improvement knowledge into the heart of our
clients’ organizations. Each individual program focuses upon the implementation
of a specific business process, which enables clients to easily quantify their
return on investment. There are hundreds of established Appleton Greene
corporate training products now available to clients within customer services,
e-business, finance, globalization, human resources, information technology,
legal, management, marketing and production. It does not matter whether a
client’s employees are located within one office, or an unlimited number of
international offices, we can still bring them together to learn and implement
specific business processes collectively. Our approach to global localization
enables us to provide clients with a truly international service with that all
important personal touch. Appleton Greene corporate training programs can be
provided virtually or locally and they are all unique in that they individually
focus upon a specific business function. All (CLP) programs are implemented over
a sustainable period of time, usually between 1-4 years, incorporating 12-48
monthly workshops and professional support is consistently provided during this
time by qualified learning providers and where appropriate, by Accredited
Consultants.
--------------------------------------------------------------------------------
* EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
TECHNOLOGY INVOKED CHANGE
Implementation of any form of technology comes with a unique set of challenges
ranging from validating the type and condition of technology to be implemented
to extracting the value promised. Technology Invoked Change brings together best
practice tools and techniques that enable management teams to maximise the
success they can extract from any project.
Throughout the course, the emphasis is placed as much on the people and process
aspects as much or more than the technology; because no matter to what level of
automation is being implemented, there will be underlying processes with
associated business rules and some interaction between the technology and a
human being.
Each course module will reinforce the People-Process-Technology mantra to become
second nature to all students. We guarantee that you will become better equipped
to manage technology projects and the resultant change without the need to
understand how the technology is built and implemented.
How do we feel confident we can guarantee this outcome?
In all technology projects, there will be a level of technical skill required,
which will likely be beyond your reach as business leaders. Therefore, can you
still lead the project? Applying the correct management principles in engaging
with external suppliers, employing technical support personnel, and selecting
technology.
Jeff Bezos is an excellent example of someone who has successfully employed and
developed leading-edge technology with a high-level technical background from
college only, from customer portals for managing orders and reviewing purchased
history to the use of AI to suggesting other purchases to warehouse robotics and
virtual shops performing pick and despatch functions.
Insert jeff bezos’s profile.
By focusing more on people and process change aspects, leaders can effectively
manage the project implementation by challenging technologists to demonstrate
how they will deliver a solution to the processes defined and the impact on the
roles and responsibilities of people. The benefit is greater confidence in
discussing requirements with technicians and, with tools learned later in the
programme, higher levels of capability in managing projects.
Managing the scope of technology implementation is fundamental to project
success measured in scope creep, unnecessary developments, cost, and time
overruns. By focusing on processes and applying techniques enabling the
evaluation of any change introduced through technology, leaders can challenge
the internal team and the technology vendor. Extending these techniques beyond
the high-level process view to features and functionality analysis provides a
robust basis for decision-making.
The ability to understand processes that drive the business, the impact that
technology can have, and at what cost strengthens an executive’s position within
the team and in the eyes of the vendor. It enables the executive to make better
decisions in selecting the technology and the implementation partner.
Understanding how the technology will transform the company’s position vis-a-vis
the market requires insight. Using a company’s resources at its disposal, in
many cases at little cost, can provide the backbone of horizon scanning in terms
of technology that might apply to the business. Coordinating inputs from
salespersons, internal suggestions, customer complaints and surveys, and
competition analysis with some basic research in market journals, maybe combined
with liaisons with research institutes, will provide a rich vein of information
to drive creativity.
We will discuss how to productionise this effort to manage the information into
coherent opportunities.
The course will help executives review and outline their process and apply
measures to ensure it is managed and operated to benefit the company. It will
identify key innovations to help achieve the strategic goals and avoid costly
mistakes.
Horizon-scanning: how to plan for alternative business futures Wilson Wong CIPD
www.cipd.co.uk
Executives need to be sure that projects that they back with resources move the
company forward in terms of the market, such as improving the customer
experience, making the company more competitive and improving the engagement and
retention of staff. During the course, we examine how defining the criteria
relating to the strategic alignment of projects can help assess fit. Then, add
other dimensions, such as resource requirement and returns on investment,
enabling executives to contrast and compare outcomes and make more robust
decisions.
Closely coupling this process with market research helps avoid disasters like
Web Van.
(Webvan was one of the first online grocery stores and is among the most famous
Dotcom Bubble busts. The company raised nearly a billion dollars from investors
but went bankrupt after two years of operations. Webvan’s strategy of “growth at
any cost” was characteristic of many failed Dotcom Bubble companies. Courtesy of
Street Fins) Webvan: The Dotcom Bubble’s Biggest Bust | StreetFins®.
www.streetfins.com
… more match the success of Deliveroo;
“It met a classic untapped need,” he said. “The growth from the very early days
was viral and customer-driven.”
“The Founder executed his plan for Deliveroo extremely well by paying attention
to the big picture and the little details. And he brought in the right people.”
Courtesy of London Business School
Previously business success could be measured through product and service
quality, operational cost management, innovation and supply chain robustness.
Now the impact of the environment and climate change has added another
dimension. According to the Harvard Business Review, leading advocates in
developing countries vividly demonstrate that trade-offs between economic
development and environmentalism aren’t necessary. Instead, the pursuit of
Sustainability can be a powerful path to reinvention for all businesses facing
limits on their resources and their customers’ buying power.
Understanding how a sustainable approach can lower costs, improve yields, and
build new business models that are challenging to emulate will be vital to
driving future business performance improvement.
Broadening the standards addressed beyond quality control to embrace
Sustainability and environmental legislation should be integrated into the
technology and implementation plan. The course will demonstrate how these
standards can be applied to idea generation and development and new business
models; and how the new frameworks will provide frameworks for measurement and
management.
Typical results quoted by BSI are:
• 63% attribute direct cost savings to ISO 14001
• 74% report improvements to their corporate reputation
• 76% improve their compliance
• 61% report higher morale among staff
www.greenjournal.co.uk
To successfully implement change, whether driven by technology or not, it has
long been recognised that executives need to articulate their vision for the
business and demonstrate their commitment to change with specific actions to
contribute to change. During the course, we ask the business executives to
propose a project to exercise these skills and support with tools such as the
Business Model Canvas and Target Operating Model to distil the essence of the
future state.
As we move through the course, the vision will change due to internal and
external factors requiring review and recommunication. Stakeholder management
and tools to support different forms of communication depending on the audience
will discuss and practice along with case-studies from good storytellers and
visionaries such as Jack Welch (GE), Steve Jobs (Apple), Jim Ratcliffe (INEOS)
and others.
The course will also examine how it is essential for a senior executive, not
just the CEO, to provide a vision for your team that connects with the overall
vision.
As well as embracing stakeholder communication, we will demonstrate the
importance of training for all staff so they can comprehend and contribute to
the change. These programmes are a good vehicle for upskilling employees in
decision-making, problem-solving and team leading, for example. Reviewing the
development of online training resources and virtual collaborative working
environments will show these technologies help to facilitate better educational
success leading to greater acceptance and implementation of change and enabling
staff to learn at their own pace using collaboration with colleagues to resolve
their understanding.
Digital technologies have rapidly transformed the information landscape,
particularly over the last 20 years, from design technologies such as 3D and
printing to intelligent phone-based applications. The graphic below shows the
growth over the previous seven years leading to 30% more IT professionals
expecting a permanent transformative change in the next 12 months (2022), up
from less than 15% in 2021.
One of the transformative technologies that have become embedded in high-value
and complex manufacturing has been coined as ‘digital twinning’, which started
in automotive engineering and aerospace and has been rapidly adopted across
construction and maritime industries. We will demonstrate how this is being
applied now in implementing change. We explore the application of digital
technology in process modelling, not just static diagrams but also hierarchical
models that can be flexed with analysis tools such as ‘lean’ and ‘customer
experience’ and then tested.
Visual industrial simulation was one of the first technologies to be applied,
enabling engineers to share large-scale automation on a screen with executives
and facilitate operational experiments. This can be replicated in administration
processes that are difficult to imagine. As an executive getting closer to the
front line, understanding the impact and benefit of change will provide greater
confidence and confirm the support required for success.
Explain this diagram more by breaking it up.
Thus the ability to visualise the new business at the process level confirms the
need for training across the enterprise. Building tailored training curricula is
quick and easy with the tools and techniques online by understanding your
company’s culture and existing skill levels and identifying internal change
agents. The ability to implement the change internally is fundamental to its
Sustainability and speed of application. It will also facilitate the ability to
reduce the external costs of implementation.
Successful implementation of technology will require detailed project management
of both the technology and the internal change; project management must combine
both elements and require an internal resource to face off with any partners.
Understanding the critical project management principles enables executives to
fully engage Project managers in conversation, understand reporting outcomes,
and be aware of requests made to make changes. The benefit will be more honest
reporting and less overrun regarding time and resources.
Technology implementations must be measured regarding corporate and personal
(staff) benefits. Selecting the correct measures and a timescale of realisation
will be shown to be part of the project management portfolio as part of the plan
relating to how the technology will impact the business process model.
Alongside using Project management skills, we will explore how Process Ownership
will be a vital element of this and how as an executive, you can re-align your
management team from departmental silo management to end-to-end processes and
apply appropriate key performance indicators. Target Operating Models, in this
instance, can help with the ongoing visualisation of how the business will look
and feel in the future.
Using the examples of the End-to-End processes modelled as part of the Business
Process Modelling exercise, we can align these with business roles to flesh out
the Target Operating Model and then overlay this with the Organisational Command
and Control system. This will enable the executives to explore resource
management and process measurement issues.
--------------------------------------------------------------------------------
EXECUTIVE SUMMARY – KEY POINTS
Technology Leadership and technical skill
The learning in this module is that to lead a technology project, business
leaders need a level of understanding to manage technical experts and the impact
of the technology in terms of people and processes.
Cartoon using clip art of different skills
Potential example Jeff Bezos
Scope of Technology Implementation
This learning is focused on the process that management can use to evaluate the
scope and type of technology; when considering digital-based technology,
typically such as integrated or ‘best of breed’ solutions. For other
technologies, the decisions will focus on features and functionality.
Horizon scanning using customers and competition
To be able to lead and select technology, this learning explores market research
and the need to manage this process well and integrate all the possible sources,
including staff, public information, competitor analysis and customer feedback.
How in non-digital areas, links with suitable research bodies can be vital.
Market Research should be continuous and agile to react to market and industry
changes. Managing external resources can also be critical to this being
successful.
Diagram showing how the different sources can be melded and analysed
Fact from an Article from Wilson Wong CPD expert
Relate technology impact to the market.
Application of technology can be seen as a ‘me too’ or vanity project; the
implementation of technology must be seen in terms of business performance, be
it market share, improved margin or new market development. Learning how to
evaluate opportunities and rank alternatives objectively is part of this module.
Diagram reflecting the impact on costs and timescales of both good and bad
decisions
Examples such as Web van (poor) and Deliveroo (good), plus the use of the J
curve
Impact and Sustainability
Businesses are also now judged, as well as costs and benefits that can be
measured quantitatively. Their approach and implementation of social and
environmental actions can impact their performance. Understanding the impact of
new standards and also customer reaction/intentions. This requires other forms
of research and horizon scanning in legislation and the political landscape.
Examples of achieving standards include B Corp and abstracts from an HBR article
on how Sustainability can impact profitability.
Visioning and storytelling of the future state
This learning focuses on articulating the introduction of any new technology and
the associated changes from a business and personal point of view. Capturing the
need to embrace and demonstrate commitment and participation in any changes.
Examples of good storytelling executives are Jack Welch, Steve Jobs, Jim
Ratcliffe.
Training and communications with all staff on the change
Training must be considered in the round, not just in the technology, system or
process but in new skills. This level of disruption can provide a perfect
backdrop for broader training objectives and general upskilling of staff.
Measuring organisational capability in these terms will enable a better focus on
its implementation and outcomes.
Digital transformation integrates and demands process understanding.
For example, the rapid development of digital technologies and sustainable
materials means that leaders can get paralysed in their decision-making due to a
fear of making the wrong choice. To mitigate this, learning to be able to
understand the business process model, how you can flex it, and the impact in
terms of people and process, as in other areas of design, system design is best
done with a digital twin of the real world, provides a platform for meaningful
exchange between process operators, their managers and business managers.
Diagram/picture of a digital twin process model.
Extractions of Models, maybe
Digital transformation requires process agility and no residual change
resistance.
Faster technology development leads to a need to review processes more regularly
and to have an open mind on change. Developing the internal change capability
across several skills becomes fundamental in managing costs and making any
change proposed more acceptable and sustainable.
Digital is making transformation quicker than ever, demanding fast and robust
decision-making.
Decision-making during a business transformation involving technology will be
required at all levels; appropriate tools and how to use them will be essential
parts of the training programme and must be married with proper levels of
responsibility/mandates to reduce the traffic of decisions being passed up the
organisation.
Cartoon of words of typical decision support techniques.
Tech target facts on the pace of Change in Digital
Internal project management is needed despite any technology partner plans
Project Management can be delegated either consciously or not to the primary
provider of the technology. As internal resources will inevitably be employed,
management needs to ensure that internal resource constraints are integrated
into the external partner’s plan. Understanding the project management
principles and applying the correct level of control is vital, mainly in
reporting progress.
Clipart of project timeline.
Project management must embrace both change and technology implementation.
As stated above, the close integration of technology and change (related to
people and process elements) is vital to enable successful implementation. This
can be achieved through integrated or individual plans with recognised
touchpoints. There are several Project Management tools, so close coupling might
be challenging. The minimum integration will be through regular reporting on
progress, issues, and risks.
Assess set targets and monitor benefits.
The final focus is defining the most appropriate measures as Key Performance
Indicators (KPI) to measure the project, ensuring both leading and lagging
indicators. As for applying these, it is helpful to understand that these
measures are not predictable. Therefore, tolerance levels around the chosen
criteria will allow market and environmental changes. The quality control
approach also ensures that reporting can be more honest.
The diagram of how this might work for a particular measure
Use of balanced scorecard examples
--------------------------------------------------------------------------------
PROCESS OUTLINE
Process of development to effectively implement technology
1. Technology Impact/Pace
2. Identifying suitable Applications
3. Building Technology Leadership Capability
4. Understanding the impact
5. Process model, design and management
6. Change Management
7. Change Leadership
8. Technology Vendor Selection
9. Business Case
10. Change & Implementation Planning
11. Implementation Management
--------------------------------------------------------------------------------
* CURRICULUM
CURRICULUM
TECHNOLOGY INVOKED CHANGE – PART 1- YEAR 1
1. Part 1 Month 1 Technology Development
2. Part 1 Month 2 Technology Identification
3. Part 1 Month 3 Technology Leadership
4. Part 1 Month 4 Analysing Impact
5. Part 1 Month 5 Business Process Models
6. Part 1 Month 6 Managing Processes
7. Part 1 Month 7 Change Agenda
8. Part 1 Month 8 Technology Selection
9. Part 1 Month 9 Business Case
10. Part 1 Month 10 Establishing KPI’s
11. Part 1 Month 11 Change Management Plan
12. Part 1 Month 12 Change Leadership
--------------------------------------------------------------------------------
* PROGRAM OBJECTIVES
PROGRAM OBJECTIVES
The following list represents the Key Program Objectives (KPO) for the Appleton
Greene Technology Invoked Change corporate training program.
TECHNOLOGY INVOKED CHANGE – PART 1- YEAR 1
The program’s mission is to:
1. Embed a process within the organisation to effectively manage selecting,
purchasing and implementing technology within the business.
2. Build the Competence of business leaders to identify technology, select
appropriate vendors and manage their teams and vendors in its implementation.
3. Build communication and listening skills across the business so that the
rationale for change and its benefits are fully understood, and buy-in is
achieved with most staff.
4. Build support processes in areas such as horizon scanning.
5. Developing a project portfolio process that embraces not just the digital
aspects in the process but those applied to sustainability and appropriate
products/services, which might include.
6. Provide a suite of tools and templates that speed up decision-making and
remove any subjectivity.
7. Introduce key techniques that make the capturing, analysing and remodelling
processes faster and easier to assimilate.
8. Promoting the concept that there is a need for a core team of staff across
all levels of the business that are skilled in change tools and techniques.
9. Developing the project and programme management capability to the point of
establishing a Project Management Office for larger projects and continuing
developments.
10. Embedding a benefits assessment and monitoring process that operates with
traditional return on investment analyses and can be tracked back to actions
undertaken as part of the implementation and adoption of technology.
11. Implementing or improving the balanced scorecard approach to ensure the
value of any technology is correctly measured, and plan adjustments can be
implemented rapidly to effect the outcome.
1. Part 1 Month 1 Technology Development – Examining the history of
technological innovation from the early industrial revolution through
process analysis and improvement to digital transformation. Looking not
only at the speed of development and adoption but the impact on workers
involved in the implementation. Understanding the lag between the
performance of the technology and the support given to employees and,
latterly, the transformation of the world of work challenges the way we
think about the social fabric of society as the level of manual tasks falls
rapidly, and our lives become digitally transparent. How we have adopted
and applied technology is the result of several factors, including but not
exclusively the perceived threat to our livelihood, how the technology is
presented in terms of ‘what is in it for me and finally, what will be the
impact on my community and more latterly the impact on the planet.
Exercises can include a self and company technology adoption and target
questionnaire.
2. Part 1 Month 2 Technology Identification – The application of technology
requires a clear strategy from a business and technology perspective. To
gain a clear view of the vision of the future, the company should
constantly be scanning the horizon across markets, industries, customers
and competition. Gathering intelligence needs to be structured so the
results can be presented in an easily digestible form to enable any
decisions to drive the company towards its short- and long-term objectives.
In broad terms, these objectives include a number of the following Market
Growth, Improved Profitability, Increased Sustainability and Higher
Productivity. As businesses cannot manage all objectives simultaneously,
these may be weighted to facilitate scoring individual or combination
strategies. Alongside the setting of the business strategy, the technology
strategy will be an enabler; this also requires intelligence gathering
across subjects such as materials development, digital automation, mobile
devices, service provision and process automation. The story of new
management techniques will also impact the application of technology and
its success rate. Business transformation will require senior management to
understand the business model well. Developing a digital twin base on
End-to-End processes provides an unambiguous definition of how the business
works and where there are opportunities for improvement and change.
3. Part 1 Month 3 Technology Leadership – Following the identification of the
potential technologies that meet the strategic objectives, Leadership will
need to be shown in selecting and implementing the identified technologies.
Several key areas need to be addressed, including; Communication of the
vision, Identifying and building a change cohort, and Allocating process
and data ownership. Communicating the vision requires skills in
storytelling and the ability to address the ‘what is in it for me?’
question that will be on all management and staff minds. Delivering a
vision with passion and drive helps to cement commitment and motivation to
change. Building a change cohort will need business leaders to create a
balanced team and train them in crucial change management skills such as
problem analysis, Lean analysis, decision making, solution definition and
communication—the latter both internal and external. The critical part of
any technology-invoked Change will be the impact on the business processes
and the need for more automation to be introduced to manage the data. In
both these cases, ownership will be essential, as will the application of
targets for performance. As technology implementation tends to be
transformational regarding employees’ daily tasks and responsibilities,
leaders must recognise that demonstrating their ability to change is at the
vanguard of their behaviour. Understanding any technology in depth requires
study and application and, in most cases, across more than one discipline;
therefore, the ability to source, select and manage the right technology
partner will be critical, requiring a robust process that not only
validates the technical capability but also ensures a good fit culturally.
4. Part 1 Month 4 Analysing Impact – To correctly assess how and when to
implement the chosen technologies, management must evaluate the impact on
processes, the staff undertaking them, or the customer. The effect should
be assessed from both a qualitative and quantitative perspective to enable
an estimate of the Return on Investment, balancing costs against benefits.
The starting point is to review and understand your business process model;
ideally, this should use tools as discussed in the next module, which
provides a digital twin of the business and can support scenario testing of
potential changes. Assessment at this level will look at several criteria,
such as the customer experience for outward-facing delivery processes; lean
analysis reviewing the added value or not of procedures and streamlining
when processes have become poorly designed over many years. In that case,
we might examine how the present organisational structure creates silos and
poor performance. A robust analysis will review the costs of change and the
potential benefits and ensure that the changes are implemented in a
sequence that aligns with achieving the Critical Success factors defined by
the future vision. Impact on processes can be qualitatively assessed by
reviewing the effect against criteria such as Displaced Costs, Improved
Productivity and Increased Revenue and ranking the mark in terms of its
difficulty to implement. This will be affected by the level of resistance
to change and the degree of influence the company will have over the
preferred outcome. Alongside this analysis, the impact on staff is
essential, and this relates to their role in the business, the tasks they
will be performing and any changes in responsibility.
5. Part 1 Month 5 Business Process Models – As described in module 4,
understanding and testing business models is vital when undergoing
transformation programmes. It is a proven fact that poor implementation of
process change required when introducing technology such as Enterprise
Resource Planning software can have devastating and expensive long-term
effects. Using technology to help negate these results can be achieved
using digital models. This has been called ‘digital twinning’ and began in
automotive manufacturing first and has now become synonymous with aerospace
and complex new concepts, mainly where they are disruptive. Process models
drive end to-End thinking, encouraging the management to change their focus
from the organisational design, which tends to reflect the
command-and-control elements of the business, not the delivery of products
and services to customers—thinking about ‘What’ the company does and ‘Why’
before detailing “how’ the company does things will support the question of
both the organisational structure and business rules. During the ‘What’ we
do analysis, we examine how these processes are managed in terms of both
who is in the organisation and against what targets. Using a digital model
also permits better analysis from both the lean and customer experience
perspectives. Completed digital models can provide repositories for work
instructions and as documentation to support various ISO standards; used
for training and induction. Making it available on the internal system
means it will be maintained constantly instead of to satisfy periodic
inspections and certifications.
6. Part 1 Month 6 Managing Processes – This element of managing change driven
by the introduction of technology first requires understanding the quality
and performance of processes, second the potential for improvement and how
technology can be applied, thirdly what impact is on staff, how this can be
mitigated and finally, how to manage the processes in the future. Business
process models enable us to manage the ASIS and TOBE state for comparison
and analysis; analysis will take the form of lean and customer experience.
Taking a Lean approach will examine processes and process steps from the
point of view of added. By identifying low or non-added-value processes,
management can change to process structure to remove these or apply
automation to reduce or remove the human element. Customer Experience
approaches process analysis by examining the process steps against three
criteria; moments of truth which usually is the first point of contact
between the customer and the company, and does this give a good first
impression. The second looks at the impact business rules that enact
processes have on a customer’s experience. Finally, we review handoffs
between departments, called breakpoints, where customers can find
themselves stuck or delayed. Both techniques highlight over-complex
processes and help thinking on streamlining and automation. Using
cross-functional teams helps understand business rules and
departmental/functional handoffs. Innovation in the customer experience
space might relate to Empowering them to do more within the sales process,
introducing Sustainability to the process and finally, making the process
Efficient. Training internal teams to do this work means building a toolset
to address techniques such as Brainstorming, decision-making and innovative
thinking and bringing technology forward within the creative thinking like
Robotic Process Automation or Integrated Solutions such as ERP. Once the
analysis is complete, staff should be capable of presenting the findings to
their peers and articulating the vision. The modelling of the processes
enables management to understand resource impacts from several angles more
fully; Skill profile, Capacity, Data and decision-making responsibility.
Using this information provides insight into manning, training, and
organisational structure. In parallel, we look at process KPIs and
ownership, divorcing the end-to-end process management from resource pools
within the command-and-control system required to deliver resource
management, including reward and recognition, training, and
absence/vacation.
7. Part 1 Month 7 Change Agenda – Following the process analysis covering the
process, staff impacts and potential technology implementations, the
requirement is to combine these into a coherent plan with the appropriate
change management actions to support them. Typically we will pull together
listed by the process; Problem, Chosen Solution, Technology to be applied,
Staff actions such as re-training, job role and counselling. Compiling
these activities will enable us to align appropriate change management
techniques for communicating the vision, consulting on the job and
organisational changes developing and delivering training courses and new
work instructions. Technology at this point will be defined at a high level
to select the specific technology, and any delivery partner will require
the creation of an internal team representing the functions impacted and a
robust process for defining the functionality, reviewing potential
solutions and partners, arranging demonstrations and building a business
case. Successfully developing and managing the agenda will require us to
manage all the stakeholders, from staff to shareholders, with communication
tailored to suit the audience regarding content and frequency. Capture all
the proposed changes, measure the impact and benefit, and apply early
project/programme management techniques. These will include timeline and
dependency planning, risk management and assessing each area under change
for their readiness.
8. Part 1 Month 8 Technology Selection – Successfully implementing any
technology will require a clear statement of requirements matched to the
strategic need compiled by the business areas to which the technology will
be applied. Managing the selection will require the high-level functional
statement to be converted to ‘Use Cases’, which describe how any specific
process will use the chosen functionality. Using Use Cases enables staff
executing the process to test the functionality. By understanding the
process at this level, management can also establish the weighting of the
process to the strategic impact. Managing the scope of technical programmes
and understanding the level of integration required as software becomes
more of a commodity process management can be achieved with single
applications or combining ‘best of breed’. During the evaluation process,
we must objectively assess the performance of the technology in terms such
as User Interface, ease of adoption and access to information. As any
technology application will involve a partner, considering the inevitable
internal disruption requires that there needs to be consideration of the
match to the company’s cultural norms. Finally, costs are easily measured
and must be offset by the potential benefits; an executive assessment of
benefits will also leverage the processes used to define the use cases. A
robust evaluation will account for different categories of benefit from
displaced costs, improved productivity and increased revenue; also aligned
to how easily the benefit can be achieved. Using financial tools such as
Return on Investment can combine the cost and benefit assessments.
9. Part 1 Month 9 Business Case – Before engaging on any change project, it is
part of the governance that you pull together a business case content which
will include; Future business vision, Competitive positioning and potential
response, Market Impact, Implementation Milestones and Targets, ROI Model
based on process benefits derived from the Executive Benefits Assessment,
internal costs and external consulting and technology costs, Risk
Assessment and Mitigating Action Plan, Technology Selection Rationale.
Developing these sections will build on earlier work, slanting the outcome
to make the information easy to absorb and encourage senior management and
staff to commit to the programme. The business vision needs to paint a
picture of the business and those served by it and operating within it. It
should answer the question ‘what is in it for me?’ from customers and
staff. The competitive analysis section needs to identify the business
position vis a vis competition and what the change enables regarding the
bottom line and maybe market share. The Return on Investment will provide
the frame of reference for spending and benefit that aligns with the change
required to achieve the stated result. Any change programme is not without
risk, especially when humans are involved and their livelihood.
Communicating clearly and allowing two-way exchanges are vital in
one-to-one scenarios and small groups, often led by internally appointed
change agents rather than senior management or consultants. Allow plenty of
time for consultation, any job/role change, and re-training or support for
finding other employment. Finally, the business case needs to timeline
against which the technology implementation, change programme and
costs/benefits can be laid out at a high level; interdependencies should be
identified, and the impact of any failure to complete depends on actions on
the whole plan—a little like Critical path Analysis but a higher level.
10. Part 1 Month 10 Establishing KPI’s – Transformations driven by technology
require a clear set of measures related to specific strategic targets,
processes or internal development. This overall approach will cover both
customer and financial targets, process improvement measured in terms of
cost and time and also the customer experience, and finally, the company’s
internal development such as organisation capability, information
management and the internal and external supply chains. When establishing
targets, it is recommended that at least three targets are applied. This
allows recognition that considering all the dimensions of conducting
business, customers, markets, geopolitics, and climate change, for example.
The middle target would represent the best outcome, the upper target
represents the maximum that could be expected, and the lower target
represents the point at which a plan change needs to be changed. Targets
then need to be set against the programme timeline, recognising that for
many of the changes implemented, the impact will only be seen up to 12-18
months post-implementation. Considering this, the targets should be set
quarterly, reflecting the agreed final target.
11. Part 1 Month 11 Change Management Plan – Once the change agenda has been
agreed upon, the next steps are establishing a timeline that integrates the
technology application with the process and people aspects. We start with
the usual project management techniques with timelines, milestones and
activities. Defining the dependency between technology elements, people
(such as training) and process design (including business rules/policy).
Training plans need to cover both functional pieces of training, which will
require competency testing and any role and responsibility training. If the
changes have created spare time, we may need to add new skills to the
employees. Designing an easy-to-understand plan may require work streams
that reflect strategic themes such as sales and marketing or subject topics
such as organisational capability. Having tested the reality of the plan
regarding activities and durations to meet the programme objectives.
Applying internal resources and the plan will enable an assessment of load
against availability; to address any overloading options will be extending
timescales, the usual project drifts or hiring additional resources. Any
changes need to be reflected in programme costs. Internal resources need to
be upskilled, both in the application of new functionality and any analysis
and communication skills; when deciding who should be change agents or
Subject Matter Experts, ensure that they provide a good team profile with
the right profile of skills and skills personality. The broad impact of
technology implementations requires clear documentation of the outcomes at
the process and transaction level; using the business process model can
reflect the changes and act as both a training and induction tool.
12. Part 1 Month 12 Change Leadership – Change leadership can be the difference
between success and failure though the style delivered will vary from each
manager’s personality. The fundamental principles will still be the same,
including: Personal activity ‘walking the talk.’, Encouraging junior staff
to take Leadership, Celebrating Successes, Using Failures to modify the
approach. As with all leadership activities, the future vision must be
maintained and communicated and is inherent in technology implementations;
the concept might change, which must be reflected. Regular communication
using small groups to introduce 2-way communication and whole company
broadcasts. Use all the available media, including videos and podcasts
distributed through the company intranet.
--------------------------------------------------------------------------------
* METHODOLOGY
METHODOLOGY
TECHNOLOGY INVOKED CHANGE
PROGRAM PLANNING
All the research for this programme has been derived from practical experience
over 40+ years of delivering new technology to businesses. Starting with simple
computer programmes to support the development of Process Planning and the
calculation of Operation times from Standard data to the implementation of
visual simulation of manufacturing and Warehouse operations and the development
and implementation of integrated software solutions for running a business.
Successful implementation in all these cases requires that senior management is
convinced of the benefit and can envisage the future of the business with the
technology applied when the technology is the automation of a physical process
such as replacing the creation of parts by hand laying carbon fibre for
aerospace parts, such as the tail fin, for example with a robot. The benefits
are straightforward to see and calculate. The key issue is redeploying the
affected workers and training staff to manage the robot.
Digital technologies are much more difficult to assimilate and, therefore, to
assess benefits for implementation. For example, using visual simulation ensures
that the risks of employing the technology are reduced and for processes and
installations that are brand new, setting standards and business rules for
operation. An example of the former would be putting the work content and scope
for an automated line to avoid bottlenecks and providing right-sized
inter-operational Storage; for a warehouse operation, we can test rules for
controlling robot picking trucks that there is no likelihood of damage at
junctions whilst maximising the utilisation of the trucks picking and
transporting the product.
When considering the management of data through software applications, this is
even more difficult due to the lack of transparency at the senior management
level of several factors; process structure, business rules applied in their
execution and the handoffs created by the interaction between the
cross-functional end to end processes and the departmental structure. This
results in communication challenges arising from a wider audience involved in
change, training is required for most staff, and change impacts occur in
processes, business rules and business roles. The change will require more
collaboration with staff and particularly departmental heads. With this level of
complexity comes the need for more planning and management and a status
understanding of the technology that gives the confidence to challenge internal
and external experts.
The technology Invoked Change Programme, therefore, addresses what we consider
to be the essential needs for successful implementation;
1. A clear rationale for the identification and selection of the correct
technology and implementation partners
2. Precise analysis of the ASIS status and a benefit-related comparison to the
TOBE future state
3. High levels of communication across all internal stakeholders that enable
them to envisage their future role in the organisation and the programme (What
is in it for me?), as well as the vision of the business in the future
4. Build an organisation for change that is not wholly reliant on external
resources through the training of internal change agents.
5. Measuring the ASIS position accurately and, from there, setting target
measures that are expected to be achieved due to the implementation of
technology
6. Organisational transformation requires staff to be made aware and educated in
the tools they can use to manage and influence the change required.
7. Toolkits to support the change must be flexible and tailored to the
organisation’s culture and capability.
8. Visual communication of the change brought about by digital technologies Is
vital to aid understanding and buy-in, enabling the capture of the business
rules that orchestrate processes and the work instructions for future training,
induction and process improvement.
Technology Invoked Change programme will emphasise the need for strategic
thinking by asking senior executives to ‘take the lid off ‘their business and
understand how it operates, particularly the interaction between end-to-end
processes and departmental silos, measuring end-to-end performance rather than
departmental and taking benefit assessment and monitoring seriously.
Our second thrust is to ensure senior management is confident to undertake and
lead technology programmes by translating technical jargon into business-related
impacts such as data quality and enrichment, process automation and
Information-based decision-making. Adding to this capability will be the
development of problem-solving and analysis across the business using tailored
training suites based online. It will also enable staff to exercise their new
skills within the project.
Over the years, several techniques and tools have been applied, some widely
used, such as Project Management, and others honed or developed to address
issues in projects such as Executive Benefits Assessment. We have built these
into the following topics in the program;
• Technology Identification, selection and Alignment
• Technology Impact Assessment
• Designing Target Operating Model
• Communicating the future vision
• Building Business Case and Change agenda
• Planning implementation
• Assessing Change Leadership and monitoring benefits post implementation
Technology Invoked Change offers a flexible and structured approach to defining
and successfully implementing technologies across a wide range of businesses
over 13 modules. Combining tools for problem-solving analysis with visual
methods to illustrate change impacts, organisational design, project management,
and benefits assessment and monitoring.
--------------------------------------------------------------------------------
PROGRAM DEVELOPMENT
Technology Invoked Change is a framework which takes senior executives through a
process to successfully manage change programmes driven by technology
implementation. The framework can be applied across a wide range of industries
providing senior executives the ability to manage projects that achieve
bottom-line impact. The framework’s design reflects the building of skills and
understanding so senior executives can confidently handle any programme and gain
the benefits predicted.
The first four modules, therefore, address the history of technological
development and the rate of change leading up to the present day; the
identification of the correct technology and the ability to align this with
strategic objectives; plus the introduction of visual process models to
facilitate the design and validation of new business models and associated
benefits.
Module three tackles the issues of technology leadership in both the ability to
communicate the vision for the business and the staff and managing technical
inputs during the selection of partners and project implementation.
Modules five, six and seven cover the comprehensive understanding of business
models and processes, introducing the application of end-to-end processes and
the creation of the Target Operating Models. We use the process models to
explore the impact of lean techniques on streamlining processes by addressing
Non-Value Added activity and duplication. During this module, we also address
process design from the perspective of Customer Experience.
Having introduced the concept of end-to-end processes and the digital twin of
the overall business model, the next module, six, explores how we manage these
processes and the allocation of process owners and Key Performance Indicators
for the redesigned processes. Also, referring back to the model and applying
business roles analysis of work scope, decision making, and skills required will
help to frame training programmes and job descriptions.
Finally, in this section, module seven discusses how the change agenda can be
formulated and what actions need to be undertaken to address the change, from
training to job transfers or the provision of mobile technology. During the
change agenda module, executives can lay out the high-level functional
requirements that the technology needs to provide.
The following three modules, eight, nine and ten, then take the senior
executives through preparing for implementation, starting in module eight, which
addresses how to make a robust technology selection in terms of functionality
and the implementation partner.
Module nine looks at the business case’s structure and development, which should
provide the rationale and justification for the new business model and
transformation; identify the risks and the return on investment. Module ten
pulls together the process work and, with the business model, helps to set up
the Balanced Scorecard covering financial, customer, process and organisational
capability areas.
Having committed to technology and partnering and defined the business
performance expected, the subsequent two modules address plan development and
management, integrating technology activity with change management. Discussing
work stream leadership within the business and the frequency and honesty of
reporting to minimise overruns.
The Final module tackles change Leadership and the skills required to pull this
off. We emphasise that this is a combination of the ability to communicate the
vision clearly and with commitment; this is best demonstrated through actions
taken by senior managers to contribute to the change.
The programme is hands-on throughout and ideally based on a technology project
that the business requires. This will bring to life the Business Process Models
and Target Operating Models. Governance of the programme will require senior
management involvement supported by operational resources seconded by the
business. The programme will need a sponsor and be represented across all the
functions within the company.
It is recommended that a Project Manager is appointed to manage the plan and
some of the contributing documents, monitor progress and manage the target
project team, which should be 6-10 people. For balance and to ensure we cover
decision-making, it is also recommended that the senior stakeholder and
operational managers are represented by each department. This will enable the
new Business Model to be tested and validated across the business and adjusted
as required through a change process.
This programme is split into two, with the selection, assessment and planning
taking place in 9 months; the implementation planning phase will depend on the
project chosen, which could be anything from another 3 to 6 months. The first
nine months enable the senior management to gain knowledge and expertise in
applying the proposed components and embedding them into BAU. The tools and
techniques will be appropriate to large- and small-scale implementations
templates to speed up the gathering and transmittal of information. The
modelling techniques enable management to ‘try before they fly’ scenarios and
speed the understanding of the opportunities to change.
--------------------------------------------------------------------------------
PROGRAM IMPLEMENTATION
The programme is about understanding the activities required to manage the
change and using a practical project to apply the knowledge and build expertise.
The time between modules is for communicating with stakeholders, engaging a
broader audience in the principles and outcomes and developing information to
finalise deliverables.
The coaching time between modules should be used to help clarify any issues or
validate the use of any templates. This coaching provides guidance and ensures
that the work undertaken meets the needs. As some of the concepts will be new to
the senior management team, they are anticipated to refine the thinking used
within the module.
Modules one through seven covers how to prepare for a technology project,
covering both personal capability and a structured process for selection,
evaluation and business modelling.
Modules eight through twelve take the thinking and redesign of the business
developed in the first eight modules and subsequently agreed upon by the broader
company, producing a plan with the correct technology to implement. Having built
a program and understanding the fundamental principles of management, the team
is anticipated to complete the project in the following months, anything from 9
to 36 months, depending on the project’s complexity.
The programme is designed so that each module is delivered every four weeks;
there will be opportunities to review materials ahead of time with additional
resources. All the modules are aligned in a sequence that addresses the natural
lifecycle of a technology-driven business transformation programme. Starting
with Technology Identification, selection and Alignment, Technology Impact
Assessment, Designing Target Operating Model, Communicating the future vision,
Building Business Case and Change agenda, and Planning implementation. It is,
therefore, essential that the project team remain the same throughout the
training. Each module logically builds the knowledge base and informs the next
deliverables and activities.
The overall objective of the four topics (Technology selection and Impact
Assessment, Designing and communicating the future vision at corporate and
personal levels, Planning and managing the implementation, and Assessing and
monitoring benefits post-implementation) delivered through the 12 modules to
ensure the organisation goes through the technology-driven change programme.
There will be no need to reinvent the wheel or spend time creating templates
during the program. Utilising the pre-defined templates and toolkits, you will
focus purely on implementation. The Project team, during these phases, will be
designing, brainstorming, analysing, testing, visioning and making decisions
about process design, functionality, planning, and assessing impact. Only in the
“doing” do we genuinely redefine our thinking and create options and scenarios
of the future we desire. This program aims to be a discovery and experimentation
journey that we hope the Project team will enjoy whilst learning new skills and
methodologies.
--------------------------------------------------------------------------------
PROGRAM REVIEW
The programme review will be split into two the first after the change
management plan is agreed upon, and the team can seek to understand and document
the lessons learned and agree that the benefits monitoring process and targets
are correctly set; the second stage will be done post-implementation, say 3 to 6
months into operation to see if benefits are flowing according to the plan and
implementation has stabilised.
All modules are interlinked, and one cannot be delivered without the other. The
sequence ensures that as knowledge develops and tools are applied, the team can
assess their capability to define, plan, and deliver outcomes. Therefore, each
module provides an element of review to reflect on progress, incorporating
feedback and consolidation of requirements. In this process, at the beginning of
each module, we will be looking back, looking forward and then deciding on
actions that need to be taken in the present to realise the benefits.
Additionally, in line with Product Development thinking, we will apply stage
gate analysis at the end of each topic, the criteria will be presented, and a
weighted score will be calculated. The sponsor is recommended to validate the
set of standards, weighting and scoring mechanism. The topic gateways will be:
Topic 1: Technology Identification and selection criteria will include scanning
technology options, aligning technology to strategic objectives and setting
selection frameworks.
Topic 2: Technology Impact Assessment criteria will include process priority
assessment with Critical Success Factors, process Performance Analysis and
Executive Benefits Assessment.
Topic 3: Designing the target Operating Model criteria include process
modelling, Lean and CX analysis, role design and process KPIs and ownership.
Topic 4: Communicating the vision criteria includes communication planning,
storytelling, personal and corporate distinction in What is in it for me.
Topic 5: Building the Business case and Change agenda criteria will include the
validity of implementation, strength of the change agenda, relationship to the
technology chosen, and cost-benefit model.
Topic 6: Implementation Planning criteria include integration within the
business and with external partners, the plan’s credibility based on resources
available, progress reporting and the change control process.
Topic 7: Post-implementation relates to the final module and will assess the
implementation progress and the change leadership’s quality. It will build up
the lessons learned and ensure that the vital knowledge and tools are absorbed
into BAU.
This series of training modules will provide a strong base for your business to
manage any technology programme successfully.
--------------------------------------------------------------------------------
* INDUSTRIES
INDUSTRIES
This service is primarily available to the following industry sectors:
AUTOMOTIVE
Preamble
This covers major automotive manufacturers, specialist builders and designers,
and Tier 1 and Tier 2 sub-assembly and component suppliers.
HISTORY
The automotive industry was one of the first to experience the impact of
scientific management, starting with time studies and the balancing of workload
across stations on an assembly line. The industry moved from vertically
integrated across all disciplines to creating supply networks based on skill
groups or capital assets.
Occupational Health and Safety – Automotive Industry – ASK EHS Blog.
www.ask-ehs.com
In the 1970/the 80s, a Quality initiative started in the US became the
foundation for a fundamental movement in the Japanese automakers move upwards
into better quality, more extended warranties and into the premium brand sector.
Branded initially as Total Quality Management TQM, this initiative spawned a
complete approach and set of tools for managing processes to raise quality. As
this approach matured, the techniques were grouped under the term ‘lean’,
indicating the focus had broadened to embrace the waste within processes from
transport, stock, unnecessary process and packaging, for example.
Alongside this manufacturing development, we had changes in design approach with
the introduction of computer-aided design and resource management systems
enabling better control of materials and labour across plants and throughout the
supply chain. We have seen changes in materials with more emphasis on component
weight leading to changes in manufacturing techniques and raw materials such as
aluminium.
Customer expectations were driving the need for a greater choice of models and
levels of finish, thereby increasing the numbers of components, assembly
complexity, product definition and management and management of spares.
CURRENT POSITION
Building on the need to lower costs in all aspects of vehicle design and make
automakers have increased the use of digital technologies in design, leading the
way on ‘digital twining’, enabling them to try before they fly with designs
providing complete design packages to sub-assembly partners and shortening the
concept to production cycle by 18-24 months. During this period, many automakers
have extended their research and development into forms of motorsport such as
Rallying and Formula 1. Both for the use of materials such as carbon Fibre for
both body panels and suspension parts to energy recovery and storage systems now
prevalent in Hybrid vehicles.
Cost reduction demanded the rationalisation of models and levels of trim. In
models, the focus was on reducing the number of platforms used across a range,
as the chassis is the most expensive element of a vehicle and can be easily clad
in various body shapes. The Japanese addressed the trim issue by including all
the possible alternatives on the car except for colour and interior finish;
European manufacturers have started to reduce the number of options unless an
explicit part of the brand, such as Rolls Royce or BMW, for example.
Digital technologies have replaced and enriched the driver experience, from
satellite navigation to digital dashboards and driver aids.
During this period, the demise of the Petrol and diesel engines has been
signalled, with 2030 seeming to be the target for many countries to stop selling
vehicles powered by internal combustion engines. The alternative electric cars
were led by Tesla, and now all major manufacturers have electric vehicles in
their ranges. This transformation demands different materials, skills and
products, namely batteries and electric motors.
FUTURE OUTLOOK
The core progression will be moving to electric vehicles and removing internal
combustion engine assets being decommissioned. Alongside this change in the
power train of cars, there are still many changes being introduced with
technology. One of these is the increased move towards leasing and rental rather
than ownership with the introduction of more effective customer management
systems and the link to finance plans.
Materials will continue to evolve, and more carbon fibre and lightweight
materials being introduced. But the most significant change will come through
in-car entertainment and control systems; more significant levels of integration
with personal mobile devices. More AI will become standard as the autonomy of
vehicles will start to be reliable.
--------------------------------------------------------------------------------
CAPITAL EQUIPMENT
Preamble
This covers to design and building of Agricultural and Construction equipment.
HISTORY
The capital equipment industry was behind the automotive in the adoption of
scientific methods in part due to the size of the final assemblies and, for some
equipment, the genesis of the company from such as simple farm equipment such as
JCB.
The Total Quality Management Initiative was also slower to grow, maybe due to
volumes and the different customer expectations of the end product. This did
mean that the tools and techniques were more readily available, but
practitioners still needed to be a resource. Adapting the lean techniques from
automotive industries required a greater focus on the component and sub-assembly
size and weight. Assembly lines needed more space, and inter-operational Storage
and movement were a significant consideration.
As with the automotive sector, we had changes in design approach with the
introduction of computer-aided design and resource management systems enabling
better control of materials and labour across plants and throughout the supply
chain. Supply chain developments embraced some sub-assembly manufacturing, for
example, cabs; here, we need sheet metal and interior design and finishing
skills.
The market is dominated by players from the US, UK, Germany and Japan, with
specialist manufacturers from the likes of Sweden, for example. There were only
a few crossovers initially, but this inevitably grew as new models were
developed. Additionally, as the construction industry was, a worldwide
manufacturing expansion took place in countries where the machines were being
used. In most cases, this also involved the Spares organisation and maybe Design
Responsibility for local variants.
This then required distributed commercial and engineering system with a close
coupling of spares stock. As significant capital assets, one of the critical
elements in the sales process was the provision of financing through the
manufacturer, and leasing became fashionable.
CURRENT POSITION
Building on the need to lower costs in all aspects of machine design and build,
manufacturers have increased the use of digital technologies in design, leading
the way on ‘digital twining’, enabling them to try before they fly with designs
providing complete design packages to sub-assembly partners and shortening the
concept to the production cycle. There is still an increasing number of products
as a combination of tools, traction methods and digital technologies have
replaced and enriched the driver experience, from satellite navigation to
digital dashboards and driver aids.
The movement towards onshoring has begun reversing the previous trend of design
at home and manufacturing overseas. Subcontractors are requested to take on more
work, increasing their skills and providing more complete sub-assemblies. This
requires training and more control of the supply chain and engineering change
control; plus, as they grow, the requirement for ‘lean’ practices grows, which
more significant pressure on OEM to provide practitioners and training; again,
digital technologies are stepping into this space with online training and
certification and collaboration tools.
FUTURE OUTLOOK
Future trends will reverse some of the globalisation, demanding large-scale
system changes to support onshoring. Greater focus will be paid to
Sustainability within the supply chain and the maintenance of the vehicles; such
remote preventative maintenance will reduce the number of disastrous failures,
which in a construction environment can lead to huge impacts on project
timelines and costs as other equipment and operating personnel are idle.
The pace of Change will also quicken in the move from electrical and mechanical
disciplines to more mechatronic approaches and, therefore, different systems to
support the greater integration of mechanical design elements and obviously more
significant digital influences.
As leasing and capital costs increase, there is more requirement for vehicle
security, even for sub-assemblies and tools, since the core vehicle can be more
challenging to move.
--------------------------------------------------------------------------------
OIL & GAS
Preamble
This covers mainly Support Industries to the major Oil Production companies,
which cover the rig-building, Sub-Sea support such as diving and pipe-laying
vessels, land plants or ethylene and Liquified Natural Gas.
HISTORY
The support industry for the early Oil company production was based around
land-based drilling and pumping of Oil, manufacturing pumps, valves and pipes
being the most prominent technologies. As a new industry, there was little
embedded process or custom and practice, so as new equipment was introduced and
problems arose, the solutions were developed on the spot. A simple vertical
integration was in place to cover the early fractionating processes to separate
the different oil types. The specialisms existed in the production companies for
both up and downstream activities.
As the industry grew and the search for oil fields moved from only land-based to
subsea more technologies and skills were required, which meant that the supply
chain became more complex. Some specialisms existed only in the suppliers, such
as high precision machining, Rig design and Build and Marine Engineering and
Vessel management.
Oli spills from tankers also required ingenuity to restrict the damage and
enable some salvaging of the natural world with oil skimming techniques.
CURRENT POSITION
The market is very complex, with its trading structure with different Oil
qualities dependent on the level of certain elements. The array of petrochemical
products has become massive and fuels not only cars but chemical and plastics
industries. As the complexity of markets products developed, so did the need for
commercial control systems and more sophisticated methods of transport and
Storage.
The complexity of the trading and manufacturing, and distribution structure,
plus the expense of finding and exploiting reserves, means that there is little
opportunity for market entrants, most picking up older or more
difficult-to-exploit fields which require lower overheads to be profitable.
With the demand for greater responsibility for the impact on the climate, there
is a need for cleaner fuels, better management of waste products such as gas and
the reduction in types of single-use plastic.
Therefore, much of the focus is on chemical development, improvement in the
internal combustion engine, and more effective carbon capture on fossil fuel
operations. Profits from carbon are being channelled into renewables and the
Storage of energy when a surplus is generated.
On the system’s front, large ERP systems dominate the space, and the most
significant gain is in three key processes estimating, project management and
accounting and material management/supply chain control. Though innovation is
commonplace in up and downstream activities, it needs to be more prominent and
accepted in the administrative areas.
FUTURE OUTLOOK
There are several divergent forces acting on the O&G sector, particularly
between energy security, supply diversification and the transition towards low
carbon. The majors in the upstream part of the supply chain have good balance
sheets, so they can be asked to lead the accelerating and secure transition to
low carbon. The US-style’ carrot’ approach may be more effective at driving
innovation, and this will be seen in carbon capture and Storage, renewable fuels
and hydrogen.
Pricing might have a significant influence on to change in focus to green
hydrogen and Biomethane, for example, from blue hydrogen. Also in the mix is the
food versus fuel debate that might eventually swing away from using land, mainly
when carbon-positive natural features such as rainforests are felled for fuel
production.
Energy security will also drive different types of innovation and technologies,
such as creating ‘cleaner’ natural gas to enable it to bridge the energy
transition.
The demands on the supply chain continue to grow with significant growth in
vessels such as LNG carriers and gas rigs; the demand on infrastructure is also
increasing (pipelines, Storage and biofuel refineries) and other technology
(carbon capture materials, electrolysers and fuel cells).
--------------------------------------------------------------------------------
HEALTHCARE UK
Preamble
Healthcare for every nation has a different complexion, with the UK being home
to the only national service across the developed world. This is now blended
with private provision, but the core of services is still provided ‘free at the
point of delivery’.
HISTORY
The medical profession is probably one of the oldest in existence. Such has
progressed through several delivery models, with science and technology playing
a larger part in the services offered. In the UK, the care model is based on
General Practitioners and Practice Nurses operating through local surgeries,
Nurses, Consultants and Surgeons operating out of Hospitals; all this is also
supported through social care provision in the community. Early manifestations
included home visits and the concept of a family doctor who managed the health
across the generations.
For more intensive care and specialisms, hospitals were developed and associated
with these centres for managing trauma which the UK called Accident and
Emergency Departments. As specialisms grow, the organisation becomes more and
more siloed, and the population growth has driven up the need for front-line
care and the level of bureaucracy.
Several management variations have been applied, aiming to recognise and provide
for different people demographics across the UK and to place responsibility for
delivery closer to that demographic. Progress in care has led to us living
longer, increasing the demand alongside new developments in care for diseases,
ageing and conception.
Patient records have always been vital to fast and accurate treatment. As
treatment options become more complex across different disciplines, so do the
issues associated with sharing that information.
CURRENT POSITION
Aside from the technological developments in surgery and less invasive forms of
intervention, the focus is on digitisation. Driven most recently in the
aftermath of the COVID pandemic and the resultant backlog of patients, there has
been a sea change in the number of primary care processes from repeat
prescriptions to GP appointments and the ability for a patient to see the
fundamentals of their health record online. For example, in 2021, Online
consultations with GPs topped 360,000. In addition to reducing time for the GP,
they have also impacted the Net Zero carbon reduction removing an estimated 386
tonnes of carbon emissions.
Change is still prolonged, however, and to try and drive this forward faster,
the government has mandated that all Trust, the management structure for
managing care delivery, must;
• Identify a senior Officer responsible for digital
• Make sharing data records a priority.
• Increase digital literacy across all staff levels
• Enable analytics across their multiple systems
• Provide achievable rod maps for digital transformation
However, it is still a fact that departmental silos dominate and that
transformation of out-of-date processes combined with high levels of legacy
systems (about 50% of the IT budget is spent maintaining legacy systems) result
in outcomes such as these;
• 12% cloud adoption despite the finding that decommissioning legacy could
release 4000 tonnes of carbon emission benefit.
• 7% adoption of automation such as RPA, BPA, IoT and AI
• Data sharing with internal departments is below 35%, and with external
agencies, it is roughly 25%
FUTURE OUTLOOK
Therefore, much of the inertia is down to the inability to enable
cross-functional collaboration. The introduction of proof of concept of process
change and digital twinning will make this much more accessible. The ability to
see the patient as a customer and therefore apply Customer Experience analysis
will also help to remove waste and break down silos, which should lead to
Improving the poor level of workplace transformation that presently stands at
14%.
Alternatives to replace legacy systems using low code applications, which can be
implemented as the front end to existing systems, are one way of combating long
timescales for introducing new processes.
Using business process modelling will enable customer experience analysis and
the application of ‘lean’ principles to streamline processes. Digital Cyber
security technologies will protect essential information like patient records. A
hybrid delivery system will become inevitable as the cost of the service
continues to spiral. Therefore digital payment systems can support a mixed
delivery system of free and paid services.
Throughout both intensive hospital-based and care homes, automation in the form
of robots will be employed to provide services, including cleaning (UV cleaning
has become a mainstay since the pandemic), provision of medication, and moving
patients between facilities. This will complement the AI automation that reads
images and interprets results from scans and X-Rays.
--------------------------------------------------------------------------------
* LOCATIONS
LOCATIONS
This service is primarily available within the following locations:
BIRMINGHAM, UK
HISTORY
Birmingham’s long industrial history in metalworking made swords, spears and
pikes for the English civil war. Plentiful deposits of coal and iron orE, plus
the increasing trade fuelled by extensive canal building by the country’s
leading exponents of the skill, enabled this area to snowball. In the twentieth
century, metalworking had moved into armaments, jewellery, and motor cars.
During wartime, this workforce was redirected to building aircraft. Post-war and
up to the late 1960s, the city was the centre of UL motor manufacturing,
boasting over 250,000 people engaged in the activity and 40% of UK automotive
exports representing over 70% of the region and city GDP.
Many global brands appeared during this time, including Jaguar, Land Rover,
Triumph, Austin, MG and Cadbury. Innovation in design was Alex Issigonis’s Mini,
front-wheel drive and four-wheel drive vehicles.
As the automotive business globally became more competitive, particularly
related to Japanese and Southeast Asian manufacturers, the UK manufacturers
began to suffer. UK and European manufacturers needed to step up; invest more in
training within the OEMs and the supply chain, specifically on product quality
and, eventually, lean manufacturing. This change in the supply chain took time,
and the drive for cheaper parts pushed much of the sourcing to China. This was a
slow [process with subsequent poor quality to begin with, and thus there was a
significant loss of market share.
There was a steady decline from this peak, with the canals already in disuse and
a town planning thrust the push dwelling out the suburbs, making the roads
dominant in the City landscape.
CURRENT POSITION
The current strategy implemented in the last ten years has focused on
revitalising the industrial heritage in areas such as the canals, reinvention of
the retail spaces such as the Mail Box (refurbishment of the old Post Office
Sorting office) and the rebuilding of the Bullring. This has been augmented with
new cultural facilities such as the New Symphony Hall and Conference Centre and
the most significant uncovered exhibition space in the UK at the National
Exhibition Centre, linked to an expanded airport and mainline station.
A key theme was moving away from an overreliance on manufacturing, which has
resulted in only 56,0000 jobs in the sector, representing 8% of the city’s GDP
presently. But there has also been a conscious decision to build on the
undoubted engineering strength within the area founded on the critical
Universities of Aston and Birmingham and intense technical colleges such as
Wolverhampton and Dudley.
The present economic position in GVA is as follows;
• Manufacturing contributes $4.0 Billion, 14%
• Construction contributes £1.6 Billion, 6%
• Retail contributes £3.0 billion, 11%
• Financial services contribute £2.5 billion, 9%
• Real estate contributes £2.4 billion, 9%
• Professional & Technical services contribute £2.2 billion 8%
• ICT contributes £1.4 billion, 5%
• Public Services contribute £6.7 billion, 24%
(2018)
FUTURE OUTLOOK
The transformation of the city will continue apace with over £17 billion of
investment in infrastructure, housing and skills; the plan is that the city will
grow the GVA by £400 million by 2026, with a focus being on increasing
employment in knowledge-based professional and business services; whilst also
stopping the decline in manufacturing moving into higher added value production.
The City and neighbouring Local Councils are known as a manufacturing
powerhouse; they strive to work closely to ensure that investment in
infrastructure, housing and transport shows some joined-up thinking. The city is
focused on moving towards a Sustainable City of Excellence, and typical examples
are;
• Alexander Stadium is the first Carbon Neutral Sports stadium in the UK powered
by a large solar array
• Implementing Sustainable development practices in new builds
• Encouraging more sustainable transport choices, including walking, cycling and
public transport (the new tram system is a significant element of this drive)
The GVA model will move by 2026 to;
• Manufacturing reduced to 8%
• Construction Increasing to 8%
• Retail increasing to 17%
• Financial Professional & Technical services contributed 25%
• Public Services contribute 30%
• Other services 12% (including real estate and hotels
Innovation is vital in areas that have grown out of the city and area genesis
manufacturing, materials and mobility driven through centres such as the
Manufacturing Technology Centre near Coventry and the Warwick Manufacturing
Group based at Warwick University. The inherent skills in these centres should
provide a vital springboard for expansion into Clean Growth and Infrastructure.
--------------------------------------------------------------------------------
MANCHESTER, UK
HISTORY
Manchester was the birthplace of the industrial revolution spawning the first
factories and industrial estates, and it was where Ford built its first cars in
Europe. It remains at the heart of the UK’s manufacturing and advanced
engineering and is the home of the cluster for these sectors within the Northern
Powerhouse. It is home to 100,000 students, of which over 14,000 are studying
STEM subjects and has a skilled workforce of over 115,000 working in diverse
industries such as aerospace, defence software and systems and transport.
The Greater Manchester Authority was the first to be granted control over its
regional budget by the UK government and presently represents £74.85 billion in
GVA, the largest outside London.
CURRENT POSITION
It continues to pioneer innovation in materials (Graphene), Healthcare (In Vitro
Fertilisation IVF), for example. Since developing the first stored-programme
computers, digital development has continued with a Digital tech sector worth
over £ 5 billion.
Manchester’s industrial base is wide encompassing;
• Advanced manufacturing
• Creative and Media
• Digital Technology
• Life Science and Healthcare
• Net Zero
• Financial, Professional and Business Services
There are thriving sub-sectors within each of these, such as advanced materials
and lightweight, intelligent and sustainable packaging. Within advanced
materials, a cluster of companies is investigating technical textiles, surface
coatings, composites and light alloys, the site of graphene discovery and other
2D materials.
Light weighting builds off the back of this work in a market worth £171 billion;
and supports the EU’s largest aerospace cluster. Automotive rail, construction,
and aerospace demand high strength and low weight requirements. A recent
collaboration between advanced materials and the construction sector has
resulted in Concretene; applying Graphene to concrete reduces the volume of
concrete by 30% and removes the need for any steel reinforcement, which means a
10%-20% saving for the client.
A market worth £304 million is the target for an intelligent and sustainable
packaging cluster supporting over 60 packaging companies, helping over 700 food
and drink companies such as Kraft Heinz, McVities, Heineken and Kellogs.
With the vital University foundation, areas such as media and culture are
expanding. Many leading TV channels now have a presence in Media City, such as
BBC, ITV and Channel 4, along with many independent filmmakers. The business
landscape varies from SMEs to global brands and homegrown unicorns, with an IPO
value above $1 billion. There is an 86,000-plus workforce which is constantly
being increased with new talent from the 25,000 students taking related subjects
within the City. This has enabled the City to grow a digital ecosystem worth £5
Billion with animation, gaming, AR and VR skills. All this means that Manchester
is the leading tech city outside London.
Alongside the digital media element, the City outperforms all other UK cities in
areas such as AI, Cyber Security, e-commerce and IoT. It is hoped the largest
FinTech ecosystem outside London.
With a robust scientific background covering Rutherford and Turing and the fact
that Greater Manchester was the first region to take control of its Health and
Social Care budget, the City has developed an innovation pathway to streamline
innovations in healthcare. Coupled with the solid digital ecosystem creates a
unique environment for Life Science companies.
Finally, the City is in the vanguard of the Carbon Neutral drive with the target
set for 2038. Using extensive research facilities and capabilities, Manchester
is the home of the Net Zero centre for the UK.
FUTURE OUTLOOK
The City and the region will continue to grow and thrive as the devolution of
the powers continues. Forecasts state that a further 40,000 people will choose
to live in the city centre by 2026, and the workforce will climb to 315,000,
with an additional 65,000 jobs created in this time.
The higher education foundation, with three Universities and numerous local
colleges, with provide the workers of the future and developments in living,
working, and entertainment spaces that will increase Manchester’s attractiveness
as a place to live and work.
Its innovation credentials will continue to grow, and it is anticipated that the
City and region will have a large part to play in the UK’s drive to Net Zero.
--------------------------------------------------------------------------------
* BENEFITS
PROGRAM BENEFITS
MANAGEMENT
1. Strategic evaluation
2. Analytical capability
3. Decision toolkits
4. Scenario thinking
5. Change agency
6. Problem-solving culture
7. Empowered leadership
8. Benefits realisation
9. Quantifiable risks
10. Sustainability focus
INFORMATION TECHNOLOGY
1. Digital delivery
2. Strategic alignment
3. Task automation
4. Project management
5. Vendor integration
6. Business ownership
7. Functionality focus
8. Controlled implementation
9. Technology suitability
10. Vendor matching
OPERATIONS
1. Operational alignment
2. Process improvement
3. Streamlining operations
4. Change capability
5. Business models
6. Digital attitude
7. Leveraged advantage
8. End-to-end processing
9. KPI implementation
10. Reducing costs
* TESTIMONIALS
TESTIMONIALS
CEO AND FOUNDER OF A MAJOR DATA CENTRE IN GREATER MANCHESTER
“My company has turned to Mr Horrocks a number of times for his assistance, most
recently to help turn around a complex transformation project where he acted as
an interim programme manager. His key ability is bringing clarity and focus to
projects and helping to implement the right processes to ensure successful
delivery. It helps that he seems to be one of the very few people I’ve come
across with his skills and experience who can communicate without resorting to
impenetrable management speak!”
--------------------------------------------------------------------------------
OPERATIONS DIRECTOR – OIL & GAS SUPPORT MAJOR
“I met Mr Horrocks for the first time in a large meeting during the decision
process for an ERP system within our Group HQ in Paris and it appeared we had
the same vision on the process. Later, during the implementation process, I
learned Mr Horrocks is a very honest guy with a very positive and inspiring
drive, managing change processes during and in very difficult circumstances.
During his stay with us he helped to implement the ERP system further in detail,
including the difficult change process. Good listener, sparring partner and a
great person to work with.”
--------------------------------------------------------------------------------
CHAIR – HIGH GROWTH TECHNOLOGY COMPANIES WITH POSITIVE CLIMATE IMPACT; HYDROGEN
FUEL CELLS, AUTONOMOUS MOBILITY, EV POWERTRAINS, BATTERIES
“Mr Horrocks has been a very valued partner to our group, working on business
change challenges and on Information Systems review and implementation. Mr
Horrocks is hugely knowledgeable and his lively, inclusive engagement style
generates strong support from business users.”
--------------------------------------------------------------------------------
SENIOR ACCOUNT MANAGER – LEADING ERP VENDOR
“I have worked with Mr Horrocks for several years and have always been impressed
by his ability to look at business processes and translate them into
best-of-breed processes supported by technology.
Mr Horrocks is also a great straight talker. He is excellent at driving through
change because he takes the time to understand a business and the way it
operates and can then talk convincingly to the business about how they can make
the changes required.
Finally, Mr Horrocks has great honesty and integrity and is a genuinely nice guy
to do business with.”
--------------------------------------------------------------------------------
IT DIRECTOR – NATIONAL MEMBERSHIP ORGANISATION
“Mr Horrocks is a very creative individual, with an in-depth understanding of
strategic IT and business issues, and with excellent analytical skills. He is
quick to understand problems and generate solutions that both challenge the
status quo and stimulate ideas.”
--------------------------------------------------------------------------------
More detailed achievements, references and testimonials are confidentially
available to clients upon request.
--------------------------------------------------------------------------------
CLIENT TELEPHONE CONFERENCE (CTC)
If you have any questions or if you would like to arrange a Client Telephone
Conference (CTC) to discuss this particular Unique Consulting Service
Proposition (UCSP) in more detail, please CLICK HERE.
CLIENT TESTIMONIALS
720
Construction
“In the construction industry we like to think that we are able to build things
that will stand the test of time. I believe that Appleton Greene has a similar
approach to program development. There are no quick fixes. Everything is about
long-term commitment, durability and sustainability, which we as an organization
can of course instantly relate to.”
A quotation taken from a client reference within the Construction industry.
Read More
699
Call Center
“We are always looking at new ways to engage and motivate our employees.
Employee retention is always a challenge in any service industry and sustainable
motivation is hard to manage. I particularly like the fact that Appleton
Greene’s programs are implemented over a sustainable period of time and this
stretches both the attention span of our employees and their commitment. It has
proven to be a very cost-effective way to motivate our people and to challenge
the status quo.”
A quotation taken from a client reference within the Call Center industry.
Read More
704
Hotel
“The benefit of using external corporate training service providers is
impartiality. Appleton Greene’s learning providers and consultants operate
independently and are therefore free spirits. While it is not always necessary
to have training products which are externally developed and implemented, it is
an important ingredient to have at your disposal as and when deemed necessary.
Examples of this are when specific geographical or industry knowledge is
required, or when internal business processes need to be independently
reviewed.”
A quotation taken from a client reference within the Hotel industry.
Read More
710
Oil & Gas
“The tangible benefit of Appleton Greene products is knowledge. However, all of
the knowledge in the world is of no use unless the recipients of this knowledge
know what to do with it. Appleton Greene manages to ensure that this knowledge
is implemented by employees into the work place and it then becomes a part of
our business processes. This represents true value and is something that can be
measured easily through clearly defined performance indicators.”
A quotation taken from a client reference within the Oil & Gas industry.
Read More
729
Manufacturing
“Successful growth on a global scale is determined by the quality of strategic
partnering or strategic alliance management. Appleton Greene has been a real
find in terms of corporate training services because their flexibility and
international coverage makes them a valuable asset to have.”
A quotation taken from a client reference within the Manufacturing industry.
Read More
723
Energy
“Business transformation is achieved through challenging existing business
processes. Appleton Greene programs constitute useful tools which can be used in
order to facilitate this process. Practical in their approach, they prove to be
cost-effective, time-effective and process-effective.”
A quotation taken from a client reference within the Energy industry.
Read More
687
Defense
“Being governed by strict confidentiality agreements, bespoke services are more
aligned with our specific requirements. Appleton Greene accommodates this and
enables us to benefit from an external perspective while maintaining our
tradition of centralization.”
A quotation taken from a client reference within the Defense industry.
Read More
718
Retail
“The retail industry has changed considerably during the past 50 years. Much of
our success today is based upon our ability to collaborate and to form strategic
alliances with a variety of national and international business partners.
Appleton Greene has embraced this philosophy with great effect and although they
are still a small lean company, they are truly multi-national and
multi-industrial in their approach.”
A quotation taken from a client reference within the Retail industry.
Read More
SEARCH CONSULTANTS
Department
Show AllCustomer Servicee-BusinessFinanceGlobalizationHuman ResourcesInformation
TechnologyLegalManagementMarketingProduction
Show All
Location
Show AllBahrainVenice, ItalyNashville TNPrague, Czech RepublicToledo OHDelhi,
IndiaIstanbul, TurkeyMemphis TNCleveland OHCalgary, CanadaAlbuquerque
NMAuckland, New ZealandSalt Lake City UTBoston MAMunich, GermanyDoha, QatarLos
Angeles CAHonolulu HIParis, FranceCorkIslamabad, PakistanBudapest, HungaryNewark
NJAustin TXTaipei, TaiwanAlexandria VAMelbourne, AustraliaCharlotte NCNew York
NYAlbany NYDubaiSan Diego CAMonte Carlo, MonacoPanama City, PanamaManchester,
United KingdomMumbai, IndiaJacksonville FLOrlando FLDenver COHaifa,
IsraelAtlanta GASydney, AustraliaBaltimore MDDallas TXCharleston SCKuwaitSan
Jose CANew Orleans LASan Jose CRPerth, AustraliaBeijing, ChinaMiami FLSan
Francisco CABucharest, RomaniaMilwaukee WIGeneva, SwitzerlandBogota,
ColumbiaRiyadh, Saudi ArabiaPortland ORMilan, ItalyTel Aviv, IsraelColumbus
OHTucson AZBaton Rouge LASt. Louis MOHong KongBrussels, BelgiumTampa FLKiev,
UkraineAdelaide, AustraliaLausanne, SwitzerlandBuenos Aires, ArgentinaCincinnati
OHSan Antonio TXDakar, SenegalCairo, EgyptHelsinki, FInlandDar es Salam,
TanzaniaSaginaw MIColumbia SCShanghai, ChinaSalzburg, AustriaKampala,
UgandaSofia, BulgariaBrisbane, AustraliaZürich, SwitzerlandMexico City,
MexicoLouisville KYOklahoma City OKSantiago, ChileCape Town, South
AfricaMinneapolis MNDetroit MIVancouver, CanadaToulouse, FranceTokyo,
JapanVienna, AustriaNairobi, KenyaLyon, FranceCanberra, AustraliaMontreal,
CanadaMonterrey, MexicoFort Worth TXMoscow, RussiaSt. PetersburgCasablanca,
MoroccoOslo, NorwayKansas City MOBarcelona, SpainDusseldorf,
GermanyLuxembourgBangkok, ThailandBerlin, GermanyPhiladelphia PANorfolk
VAToronto, CanadaRio De Janeiro, BrazilWarsaw, PolandPittsburgh, PABangalore,
IndiaJohannesburg, South AfricaStockholm, SwedenPhoenix AZMadrid, SpainDes
Moines IAJerseyJakarta, IndonesiaRaleigh NCSeoul, South KoreaLas Vegas NVAmman,
JordanSão Paulo, BrazilWashington DCDurham NCTallahassee TNLagos, NigeriaSeattle
WABelgrade, SerbiaHartford CTOmaha NEAthens (Greece)Kuala Lumpur, MalaysiaRome,
ItalyRichmond VAEl Segundo CAAbu Dhabi, UAEGreensboro NCCopenhagen,
DenmarkStuttgart, GermanyAnn Arbor MIBengaluru, IndiaLondon, United
KingdomDublin, IrelandChicago ILEdmonton, CanadaAmsterdam,
NetherlandsSingaporeEl Paso TXIndianapolisHouston TX
Show All
Industry
Show AllCustomer Servicee-BusinessGlobalizationInformation
TechnologyManagementProductionHuman ResourcesFinanceLegalMarketing
Show All
CONTACT INFORMATION
International toll free number: +1 (877) 464-5599
New York: +1 (212) 418-5225
Premium Support (USA): +1 (585) 937-3368
Premium Support (UK): +44 169-266-1091
Contact Us
INFORMATION GUIDES
Accredited Consultant Service (ACS)
Independent Consulting: The 15 Critical Success Factors (CSF)
Certified Learning Providers (CLP)
Professional Email Marketing Campaigns (PEMC)
Copyright 2024 Appleton Greene & Co | All Rights Reserved | Privacy Policy |
Terms Of Use
L. GARNIER
FRANCE
star-alt
star-alt
star-alt
star-alt
star-alt
"Any product or service is only as good as the support process which accompanies
it. The Appleton Greene programs are well structured and well delivered, but it
is the quality and availability of continuous support which makes the programs
durable. Appleton Greene is excellent at developing and implementing time
management procedures for program support. We appreciate that the time of
qualified learning providers and accredited consultants is valuable and the
strict guidelines within which support is provided enables us to obtain support
whenever we need it, but it is structured in such a way as to ensure that it is
always productive."
Verified by Endorsal.io
DR. VALCHEV
ACCREDITED SENIOR CONSULTANT (ASC)
SWITZERLAND
star-alt
star-alt
star-alt
star-alt
star-alt
"It was a great pleasure to work with Dr. Valchev at Emirates NBD. According to
my experience with him, Dr. Valchev was the most knowledgeable and experienced
quantitative expert in our banks risk department. Thanks to his great technical
skills and due to his pro-active management style my team was able to develop a
highly efficient work relationship with him and his team. Dr. Valchev validated
a series of pricing models and market data models for us in the most
professional manner which reduced the time for the model
development/implementation process by more than 50%. I wished he would have
stayed longer with us instead of moving on with his own company. I can only
recommend him – a very valuable man."
Verified by Endorsal.io
MR. DELÉCLUSE
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
FRANCE
star-alt
star-alt
star-alt
star-alt
star-alt
"“In times of challenge, Mr. Delécluse strategic acumen shone brightly. His
leadership in restructuring our France Business Unit was instrumental in
steering us towards success. With a stringent strategy and change management
plan, he navigated us through substantial losses, ensuring long-term continuity
and strengthening our client portfolio. Mr. Delécluse decisive actions
underscored his critical role in our organization’s resilience.”
https://www.appletongreene.com/clp-cih-digital-execution"
Verified by Endorsal.io
S. MAURIN
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"The Market Intelligence program opened up new markets for us that we never
thought we would ever service. From our base in Miami we are able to service a
large part of South America now, including Argentina, Chile, Mexico and mainly
Brasil. We have also established a new distribution center in Sao Paulo. The MI
program helped us to understand the different nuances of each market and the
supply chain process that needed to be put in place. Companies spend and waste a
lot of money when trying to enter new markets and when you consider the cost of
the MI program, we saved an awful lot of money that would have been spent on
clearing the path. The right information is mission critical."
Verified by Endorsal.io
MR. AURIACH
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
FRANCE
star-alt
star-alt
star-alt
star-alt
star-alt
"“As Innovation Director of Edokial, a desktop publishing and document
dematerialization services company belonging to the Crédit Agricole group, I
have set myself the strategic objective of greater control of the value created
by our projects. We called on Mr. Auriach to select, personalize and infuse a
method and tools for managing innovation projects with our employees. By
exploiting this contribution, we introduced with our teams an innovative mail
virtualization and routing chain for one of the group’s regional banks,
resulting in a drop in the volume of paper exchanges by half, i.e. from 746,000
to 370,000 ply per year. We have also helped to optimize the operation of
archive warehouses accumulated over several decades of another subsidiary,
Locam, which specializes in equipment financing. These two initiatives are part
of a portfolio of innovation projects constantly prioritized according to their
challenges, their alignment with the innovation strategy and the dynamics of the
ecosystem in which the group operates. The list of other initiatives includes,
for example, the construction of a blockchain dedicated to collaboration between
banks and notaries, the modernization of the customer base of a subsidiary or
the capitalization of the experience acquired on agile projects. Very
professional, pedagogical and efficient, Mr. Auriach allowed us to complete our
know-how by transmitting an operational methodology and a new posture in the
face of innovation and support for our customers.”
https://www.appletongreene.com/clp-cih-high-performance-innovation"
Verified by Endorsal.io
MR. MEUCHEL
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Meuchel has been instrumental in helping me set up my business properly and
implementing systems and processes to simplify and keep it running smoothly. His
feedback and coaching has helped me free up time and maintain some sanity while
navigating entrepreneurship, which isn’t easy to do and can sometimes feel
overwhelming. He listens and then suggests great solutions for the challenges
and issues that arise for not only first time but also seasoned entrepreneurs.
The biggest impact has been sharing his knowledge of time management skills
which are unmatched and helping me develop my own unique processes to keep me
consistently on track and productive.
https://www.appletongreene.com/clp-cih-balancing-entrepreneurship"
Verified by Endorsal.io
R. LYNCH
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"As Senior Director of Global Purchasing at Procter and Gamble we owned our
sourcing methodology and managed the businesses in our flagship business units.
Prior to Mr Lynch’s engagement, P&G had just failed in its efforts to install a
Supplier Relationship Management System for a number of reasons – poor strategic
partner selection criteria, cross-business unit disagreements, changing business
needs, and a reward system that rewarded number of strategic relationships
instead of number of appropriate relationships. Mr. Lynch’s approach dealt with
the systems architecture, best practices, and tools to deal with these kinds of
problems. Initially I felt this would be the typical consultant and training
engagement, but as we got to know each other, it became a powerful strategic
relationship. His concepts and implementation approaches were able to be tweaked
to be good fit with Procter’s culture and his advice was so valuable that once
the Corporate approaches were installed he became a resource for several diverse
cross functional business units (Diapers, Feminine Protection, Health Care,
Beauty Care, Fabric and Home Care, and Information Technology) to tailor his
approaches to their unique needs while maintaining a common platform across the
entire company. This helped us create an approach that was both decentralized
and centralized without undue conflict. His intellectual capital about strategic
fit between companies became part of our long term supplier innovation and
supply base methodology, and also enabled numerous P&G/supplier Connect and
Develop successes for new products. This engagement lasted for several years,
even after my retirement from P&G.
https://www.appletongreene.com/clp-cih-collaborative-excellence"
Verified by Endorsal.io
MS. TULL
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"I have worked with Ms. Tull on and off for several years and find her advice,
professionalism and positive attitude key to her ability help her clients. Many
of us wear multiple hats and often need to reevaluate our positioning for
continued growth and business success. Ms. Tull helps her clients do that by
taking a holistic approach to help them balance their lifestyles, find their
inner drivers, and as a result, successfully grow their businesses/careers. In
addition, Ms. Tull is truly a kind, dynamic professional.
https://www.appletongreene.com/clp-cih-women-empowerment"
Verified by Endorsal.io
L. GRAHAM
SWITZERLAND
star-alt
star-alt
star-alt
star-alt
star-alt
"A successful product needs to engage customers in such a way as it stimulates
the imagination. Appleton Greene has managed to achieve this with it’s corporate
training programs. They are developed by individuals who are clearly passionate
and believe in what they do and this enthusiasm is transferred through our
employees into business process improvements."
Verified by Endorsal.io
MR. ERICKSON
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"”We are pleased with the results we see from Mr. Erickson’s efforts. He quickly
understood our specific needs and worked diligently around our schedule and
business requirements in a time effective manner. He helped us see areas where
we needed improvement. He has provided coaching and has been instrumental in
implementing changes in the way we manage our business. These changes are
helping us improve upon our historical successes. He worked with our upper and
middle managers so they learned how to understand how our business operated. He
then facilitated training with this group of individuals so they were able to
apply this understanding to making improvement in how one area passed work on to
another.”"
Verified by Endorsal.io
M. MACEACHERN
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. MacEachern delivered a tremendously valuable leadership program for our
organization. Not only was the content practical and valuable, the break-out
sessions were critical for practicing the leadership skills in a safe setting.
The design of the program caused us to collaborate with other leaders across our
nationwide organization. Mr. MacEachern used examples from his own extensive
experience and these examples helped to bring the content to life. His passion
for leadership made me want to become a better leader myself.
https://www.appletongreene.com/clp-cih-coaching-engagement"
Verified by Endorsal.io
DR. HOUSE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Dr. House is the Association of California Water Agencies (ACWA) energy
consultant, representing 500 water agencies which are responsible for over 90
percent of the water delivered in California and is the California Rural Water
Association (CRWA) energy specialist, representing over 1,100 rural water and
wastewater systems. He works for the California Public Utilities Commission as
an expert witness on transmission issues and their water-energy expert. He is
the Energy and Efficiency Trainer for the National Rural Water Association
(NRWA). He is also an investment management expert consultant in the water and
energy areas for: Gerson Lehrman Group-GLG Scholar Program; eWork Markets; Price
Waterhouse-Vantage Marketplace; Roundtable Group; Standard & Poor’s Society; and
the Coleman Research Group. He has been responsible for the training and
installation of over 25 small hydroelectric facilities in Southeast Asia. I
would have no hesitation in recommending him.
https://www.appletongreene.com/acs-sustainable-development"
Verified by Endorsal.io
MR. LUMB
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Lumb helped Seagate to achieve the goal of developing their external and
network attached storage business unit. Utilizing the market analysis,
competitive analysis, and solution strategy and delivery processes, Seagate
redefined their solution strategy and solution delivery processes to deliver new
versions of Seagate’s FreeAgent flagship family, price-sensitive Seagate
Expansion products families, expanded the product line to include Seagate’s
first ever digital video product, and introduced a new SMB-focused BlackArmor
network-attached storage and direct-attached storage solutions portfolio,
including 24+ month roadmaps for each solution portfolio.
https://www.appletongreene.com/clp-product-lifecycle"
Verified by Endorsal.io
M. LOPEZ
CUBA
star-alt
star-alt
star-alt
star-alt
star-alt
"The Agriculture industry is usually consumed with time management. Everything
has a predetermined shelf life. Interestingly enough however, Appleton Greene
achieves time sensitive performance by slowing things down. It allows companies
to implement and benefit from each part of the service process while working
through the programs, instead of having to wait until they are completed. The
result is that you do not necessarily care too much about how long the programs
take to implement, because the benefits are being realized all of the way
through."
Verified by Endorsal.io
MR. AGUADO
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
GERMANY
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Aguado has conducted 15 online trainings for over 200 participants from
different management levels and areas. The trainings were very professional and
convincing from the initial preparation to the execution. Dr. Kusterer. (Migros
Industrie) https://www.appletongreene.com/clp-cih-effective-coaching"
Verified by Endorsal.io
J. KLOTZ
GERMANY
star-alt
star-alt
star-alt
star-alt
star-alt
"Due to globalization, many of our departmental teams are located in a number of
different geographical locations worldwide, it is therefore imperative that
processes are implemented on a global scale to incorporate corporate strategy.
The fact that Appleton Greene has trainers and consultants internationally, with
specific geographical and industry knowledge is a bonus because this helps them
to facilitate international teams and groups to achieve common goals."
Verified by Endorsal.io
MR. JUDITH
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Judith is one of those people that are hard to find. The kind of person
that brings high energy and powerful skill sets to everything he does. He is
able to drive results by motivating others to stretch for higher goals and
accomplish new benchmarks, and making it all seem like serious fun. I think of
him as a business “Maestro” who creates an atmosphere that allows people to
perform at their very best. Anyone would be blessed to have him on their team.
https://www.appletongreene.com/acs-entrepreneurial-leadership"
Verified by Endorsal.io
MS. GOODHEAD
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"Most businesses become complicated over time, particularly if they are
successful. I have owned 7 companies during my career and can assure you that
succession planning is not something that you should just consider when you are
planning retirement. It enables you to transition from one company to another
and is a part of being an entrepreneur. The Appleton Greene Succession Planning
program works because it simplifies all of those complications and puts things
in place to facilitate a seamless transition. It is now being implemented with
all of my companies simultaneously. I always like to know what my exit strategy
is."
Verified by Endorsal.io
P. LOWE
GERMANY
star-alt
star-alt
star-alt
star-alt
star-alt
"Any product or service is only as good as the support process which accompanies
it. The Appleton Greene programs are well structured and well delivered, but it
is the quality and availability of continuous support which makes the programs
durable. Appleton Greene is excellent at developing and implementing time
management procedures for program support. We appreciate that the time of
qualified learning providers and accredited consultants is valuable and the
strict guidelines within which support is provided enables us to obtain support
whenever we need it, but it is structured in such a way as to ensure that it is
always productive."
Verified by Endorsal.io
MR. JUDITH
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"University of Central Florida Technology Incubator - His extensive business
background and passion for learning make him an extraordinary partner able to
engage with any of our clients in numerous ways. No member of our community
support team is as generous, passionate and engaged as Mr. Judith. He has a
remarkable gift for relating, teaching, learning and inspiring.
https://www.appletongreene.com/acs-entrepreneurial-leadership"
Verified by Endorsal.io
A. AGUADO
CERTIFIED LEARNING PROVIDER (CLP)
GERMANY
star-alt
star-alt
star-alt
star-alt
star-alt
"Clarity, structure and emotional intelligence combined impressed me the most
when attending the Coaching Workshop that Mr. Aguado developed at hosted. It
enabled me to adopt new ways of working with my team and significantly
accelerated the development of my team members.
https://www.appletongreene.com/clp-cih-effective-coaching"
Verified by Endorsal.io
L. HENDRICKS
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"As a Material Consultant, he was responsible for creating and updating supplier
releases, ensuring on time delivery of production material, and supplier
performance. In his role as a SAP Consultant, he played an instrumental role in
transitioning legacy processes and procedures to the SAP environment and
developing the SAP cycle process for the plant. Additionally, he effectively
scheduled and managed the daily cycle count process, coordinating the activities
of 4 cycle checkers across a 24×7 operation. He was always willing to offer his
assistance and had an excellent rapport with the many constituents served by
Production Control & Logistics, including production, suppliers, material
handling, and other stake holders. I would highly recommend him."
Verified by Endorsal.io
DR. MEEKS
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Boeing is a top-tier commercial aerospace and defense contractor. Dr. Meeks
spent a dozen years building advanced imaging satellite systems, and in the case
of Boeing Space Systems, he was part of a multi-vendor, multi-billion dollar
satellite constellation development program for a major government acquisition
program. Performing in a Systems Engineering SME role and providing engineering
management leadership, Dr. Meeks successfully lead and/or supported key tasks
pertaining to constellation orbit design and validation. He also supported and
lead analytical teams for a variety of integrated system of systems performance
testing to verify and validate system requirements were met ‘as built.’
https://www.appletongreene.com/acs-technology-innovation"
Verified by Endorsal.io
G. BISS
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Biss’ ability to teach is another part of his DNA. He takes great pride in
making everyone around him better. His depth and breadth of reading and basic
life skills provides a solid foundation and enables thoughtful ideas to help
either solve someone’s problem or just help them improve.
https://www.appletongreene.com/clp-cih-cultivating-potential"
Verified by Endorsal.io
M. ASHADE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Infosys - While at Infosys there were 2 major initiatives that I championed
that would be of great benefit to other clients. One was implementing a system
that would help reduce our DSO (Days of Sales Outstanding). A key factor in this
was change management which was to remodel our internal system and team
structure while also working with the client and advising them on how to help us
to become jointly aligned. Due to this, I was able to reduce our DSO which
ranged from 65-120 days on a quarterly basis to approximately 45 days. This of
course greatly improved our cash flow for a $100M+ Book of Business in our
practice. I then was tasked with evangelizing this to our other practices to
help with their DSO Improvements as well. The second Initiative was to help with
our practice’s overall Account Management and Operations structure. This
involved improving sales forecasting (Went from a 15% delta in pre-quarter
forecast vs end of quarter booked business to less than 5%), Also due to
improved Account Planning, was able to help grow a key account from $0 to $25M
per year over a 2-year period and won an Account Management Award for this in
2013-2014 (Awarded to the top 5 out of 8,000 sales professionals company-wide).
Was also able to improve our hiring practice which improved our net revenue loss
of $5M per quarter due to not being able to staff client engagements to less
than $1M per quarter. This was a 80% improvement that resulted in a net gain of
$16M per year to our top line.
https://www.appletongreene.com/acs-business-operations"
Verified by Endorsal.io
M. ENNIS
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Ms. Ennis has implemented a highly productive business management brainstorming
and accountability process. Together, we systematically discovered and track
implementation of new ideas to accelerate growth and improve customer service.
The programs uniquely combine diverse business perspectives with razor-sharp
focus on my own business. Ms. Ennis is a great business steward and knows how to
direct many companies by assisting them to make clear decisions when trying to
overcome obstacles.
https://www.appletongreene.com/clp-cih-virtual-transformation"
Verified by Endorsal.io
MR. FRADIN
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"“Mr. Fradin is a very experienced and talented business professional. I have
witnessed this first-hand, as has demonstrated his ability across multiple
disciplines, including market analysis, segmentation, customer profiling,
competitive reviews, product management, marketing, and sales strategy
development, and execution, to name but a few. In addition, he has great
communication skills.”
https://www.appletongreene.com/clp-cih-product-management"
Verified by Endorsal.io
HENRIK PETTERSSON
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
SWEDEN
star-alt
star-alt
star-alt
star-alt
star-alt
"“Mr. Pettersson has helped develop most of our 300 leaders. In a very inspiring
way, he has made our employees grow and take responsibility in our company. His
course Value-Based leadership is a fantastic opportunity for anyone who wants to
grow both as an individual, a leader, and above all a tool for anyone who runs a
company today” https://www.appletongreene.com/clp-cih-value-based"
Verified by Endorsal.io
M. TULL
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"I was fortunate to meet Ms. Tull 8 years ago at a women’s networking event. I
was attracted to her warmth and genuine demeanor. She radiates success! I have
attended several of her events and have referred my clients to her
programs/workshops. Ms. Tull not only hosts online interviews with top-notch
leaders, she also, offers online courses, organizes intimate retreats, speaks to
business leaders and entrepreneurs and is actively engaged in the community. I
am continually impressed with her commitment to her clients- she is a GIVER! I
highly recommend you engage with Ms. Tull on at least one of her many platforms.
The value you receive from her knowledge, strategy, systems and connections are
priceless! She is a diamond shining in a field of wannabee coaches and
consultants. Ms. Tull is the real deal
https://www.appletongreene.com/clp-cih-women-empowerment"
Verified by Endorsal.io
MR. THOMSON
CANADA
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Thomson assisted Helena Laboratories in introducing a diagnostic protein
separation system to the hospital clinical laboratory that significantly changed
a time consuming and long-standing labor-intensive process. Through complete
automation, patient samples were prepared and separated in much less than time
than traditional process and the lab technologist was free to undertake other
tasks while the process ran. Not only was overall process time reduced, but the
quality of the finished product was far superior to competitive, traditional
methods and most importantly, the repeat rate was reduced to less than 1%, based
on review by the clinical chemist and pathologist. Although the cost per test
was higher, given capital purchase of the hardware and software to run the
system, the payback period for a traditional laboratory was between 6 to 12
months, based on sample volume. The system was so successful, it was adopted by
large private clinical laboratories where sample processing was in the 10,000’s
per month. https://www.appletongreene.com/clp-cih-corporate-positioning"
Verified by Endorsal.io
MR. SHORTT
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"While at McKesson in product management: Mr. Shortt, along with the quality
control and development teams, contributed to being one of the first platforms
to achieve Meaningful Use 2 certification for Health Information Systems. Mr.
Shortt designed and trained numerous product enhancements driven either by
market demands or regulatory requirements.
https://www.appletongreene.com/clp-cih-organizational-optimization"
Verified by Endorsal.io
MS. BEAUREGARD
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
CANADA
star-alt
star-alt
star-alt
star-alt
star-alt
"“Ms. Beauregard’s intervention allowed us to make decisions based on
facts/evidence, not just because we had an idea. Having a structured process and
an Innovation Ecosystem gives us a lot of confidence because having a process is
very reassuring and safe to ensure the success of the innovation as much as
possible. It has allowed us to improve our innovation cycle by 10-20%, Idea to
Launch.” https://www.appletongreene.com/clp-cih-innovation-ecosystem"
Verified by Endorsal.io
MS. SPENCER
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"“Ms. Spencer has completely transformed my business. She gave my brand a voice
through copywriting that actually resonated with me and in turn resonates with
my audience. In just 6 months my business has grown to 3x the revenue because of
her work. She understands my values and portrays that into my brand in an
intuitive and powerful way. Working with Ms. Spencer is like being with a friend
who wants the absolute best for your business. I work in a unique space that was
new to her, but she immediately got it. Ms. Spencer makes my life easier and I
trust her implicitly. To put it simply, she is an integral part of my business
and I cannot recommend working with Ms. Spencer enough.”
https://www.appletongreene.com/clp-cih-communication-powered-growth"
Verified by Endorsal.io
MR. ROBINSON
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Robinson conducted a detailed trona tailings management systems assessment
including the evaluation of tailings waste disposal options. Project
responsibilities included assessing the feasibility of raising the existing dike
to the siting of a new facility. The scope of activities included evaluating
disposal options including backfilling the underground works to the construction
of a new tailings disposal system. Alternatives considered included using solid
waste disposal management techniques to the management of recycled process
water. A detailed report was developed which discussed waste management
economics, political constraints and which thoroughly discussed regulatory
issues. Upon completion and acceptance of report recommendations consider short
term and long-term economic constraints. A phased tailing pond design and
construction program was initiated. Based on economic considerations and
regulatory constraints, the existing dam embankment was raised. Activities
included conducting site characterization studies, implementing a phased design
and construction program including performing all field QA/QC oversight
activities. https://www.appletongreene.com/clp-cih-sales-generation/"
Verified by Endorsal.io
MR. CUATRECASAS
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"“I’ve worked with Mr. Cuatrecasas on the sale of two companies, each time to a
large cap multinational. I was impressed with his ability to quickly analyze the
financials and then with skill and creativity help negotiate for the maximum
value. It is always a pleasure working with him – he is a consummate
professional.”
https://www.appletongreene.com/clp-cih-technology-company-acquisition"
Verified by Endorsal.io
L. MICHAELS
CANADA
star-alt
star-alt
star-alt
star-alt
star-alt
"The Business Modeling program ensures that our business models are constantly
reviewed and updated. It is just about the most important function of every
business. As a Venture Capital company we were used to implementing the program
with new investments. It never occured to us to continue implementing it within
our successful client portfolio, but once we started doing so, our success rate
and ROI increased substantially, because less was being left to chance. I would
recommend this program to any business, particularly well established ones."
Verified by Endorsal.io
MR. ALBINA
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
AUSTRALIA
star-alt
star-alt
star-alt
star-alt
star-alt
"I have known Mr Albina for approximately 15 years, initially meeting when
working at Boeing, then moving to Airbus and staying in contact ever since. I
have found Mr Albina to be one of those rare individuals who uses a personal
touch to achieve technical outcomes. Pat’s strengths lay in his broad technical
background and experience, coupled with genuine empathy and ability to develop
high-performing teams. This was particularly evident when establishing the
Australian Multi-Role Helicopter engineering management system and workforce
from scratch, and when project managing follow-on proposals. I have no
hesitation recommending Mr Albina for roles involving system, team or
performance development and improvement.
https://www.appletongreene.com/clp-cih-strategic-decision-making"
Verified by Endorsal.io
L. WILKES
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"We implemented the Business Expansion program through Appleton Greene across
all departments several years ago. We realized that we had the market interest
to achieve significant growth over a short period of time and we wanted to
ensure that we were well prepared. The program provided us with a clearly
defined process which could be implemented within all departments simultaneously
and this really helped us to achieve buy-in and commitment from key stakeholders
throughout the organization at the same time, which was invaluable. We still use
the same multi-departmental process today."
Verified by Endorsal.io
MR. CHICLES
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"American Standard Companies, when it was a multi-industrial corporation, was a
holding company for 3 businesses: Trane Airconditioning, American Standard
Brands, and WABCO. Mr. Chicles was charged with developing a strategy to build
an in-house sales channel.
https://www.appletongreene.com/clp-cih-acquisitive-growth"
Verified by Endorsal.io
MR. LYNCH
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Lynch has played an important role in my professional leadership
development as CEO. I identified Mr. Lynch and selected him to work with our
organization due to his wide expertise and global experiences. His work with me
had significant impact on the performance of my organization, as well as the
many organizations collaborated with pursuing competitiveness. First, Mr. Lynch
coached us in building skills and competencies to be able to think strategically
in a global context; be able to articulate an inspiring vision across cultures;
and make wise choices amid complexity and uncertainly. Further, coached me in my
role to put these competencies and methodologies into practice as I led global
teams, built collaborative and dynamic networks and grew my organization and its
leadership to expand across Canada and complete globally. Next, Mr. Lynch helped
build and develop deeper competencies to build and lead collaborative networks
to better provide strategic direction, facilitation, and the development of
transformational frameworks. This work was undertaken with major industry
leaders, many of whom were competitors. I was able to develop, through Mr.
Lynch’s coaching, strong facilitation skills to develop collaborative approaches
and solutions that built strong commitment and engagement among each of the
stakeholders. And by addressing challenges through awareness building and
innovation, we designed collaborative solutions and pilot projects to
demonstrate and measure success and enhance capacity building; each of the
projects saw higher than anticipated success.
https://www.appletongreene.com/clp-cih-collaborative-excellence"
Verified by Endorsal.io
MR. JOSEPH
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"I would recommend Appleton Greene programs to any organization that enjoys
being process-driven. They are well-structured and all follow the same format.
As a bank everything that we do needs to be well structured and we always need
to have a commitment to continuous improvement. Therefore and needless to say
the AG Continuous Improvement program is my favorite. Put simply, it allows us
to focus on what we do well and then make it better."
Verified by Endorsal.io
MS. MITTERAND
FRANCE
star-alt
star-alt
star-alt
star-alt
star-alt
"Tout investissement dans la formation est un investissement dans l'avenir.
Cependant, un retour sur investissement peut être mesuré par des progrès
graduels, aussi petits soient-ils. Appleton Greene a réussi à s'assurer que ses
programmes sont axés sur les processus, ce qui signifie que les progrès sont
faciles à voir pour tous ceux qui sont finalement impliqués."
Verified by Endorsal.io
DR. BHALLA
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Dr. Bhalla designed and delivered two sessions on Leadership (Trusted Business
Advisor) for our senior managers through his association with ISB. Senior
Managers at Deloitte play a pivotal role in the organizational strategy,
direction, and success. They form the leadership pipeline and are future
Partners and Directors of the firm. Given their significant role and
responsibility, their development is a strategic and critical function in the
firm. Dr. Bhalla was extremely professional and easy to work with during the
design and delivery of these programs. He took time to understand our context
and needs in detail. This time spent upfront helped him design a very focused
program for our senior managers. The program delivery was very interactive and
highly effective. Dr. Bhalla was able to connect with all participants through
his delivery style and relevant content. The post program survey was a testament
to the program effectiveness with most participants agreeing that it will have a
positive impact on their work
https://www.appletongreene.com/acs-customer-experience"
Verified by Endorsal.io
MR. CHICLES
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"ITT Corporation, the original conglomerate, has a portfolio management mindset
for its businesses, investing in them commensurate with the returns they
generate and disposing them through sale or spinoff when there’s an opportunity
to create value. As the Senior Vice President of Strategy & Corporate
Development I was responsible for ITT’s portfolio and in 2007 we needed a new
platform for growth – one that was related to our water technology business,
demonstrated profitable organic growth, and provided a platform to build through
additional acquisitions. After intensive strategy work around our markets,
competitors and how we differentiate ourselves, we determined that Analytical
Instrumentation was an industry that met our strategic criteria. Water testing
is a great market to be in. Regulations demand testing, water infrastructure is
growing, there are consumables (aftermarket revenues!) and it related to our
water treatment businesses.
https://www.appletongreene.com/clp-cih-acquisitive-growth"
Verified by Endorsal.io
MR. ASHADE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Siemens - Annual Revenue at one of the manufacturing plants was approximately
$170M per year. However, warranty costs (this was the cost associated with
addressing post sale quality issues of the product) were historically 3% of
annual revenue. Mr. Ashade was tasked with reducing this line item by 30% for
the year. He was able to get this reduced to 1.3% of annual revenue which
equated to a 58% improvement, or almost double the initial goal.
https://www.appletongreene.com/acs-business-operations"
Verified by Endorsal.io
K. TOWNSEND
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"We have implemented the following Appleton Greene programs so far: Marketing
integration Brand management Economic planning Negotiations process Marketing
communications Market entry The thing that I like about all AGC programs is that
they are well structured, incorporate process and each one features a strong
value proposition. This is because each program is developed, tried and tested
within established organizations. It is a winning formula for mutual success."
Verified by Endorsal.io
MR. CHINAGLIA
ACCREDITED SENIOR CONSULTANT (ASC)
ITALY
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Chinaglia helped to established the Asian business model (legal and
operational) to conduct business in Hong Kong, South East Asia, China and India
focusing on the China market. Selection and screening of distribution agents.
Implementation of performance targets. SaliceDirect reporting line to the owner
and CEO of the business. Turnover $50, FTE’s 35, agents in 10 countries, 3
office3, own plant in China South with 100 employees. Direct reports 10. In Hong
Kong start-up of an operational and commercial company: creation of the Asian
sales force and opened a China-based manufacturing facility.
https://www.appletongreene.com/acs-transitional-growth"
Verified by Endorsal.io
MS. STOLL
ACCREDITED SENIOR CONSULTANT (ASC), APPLETON GREENE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"It was such a pleasure to work with Ms. Stoll to deliver Safcos customer
satisfaction surveys. She is incredibly talented, organized, and always brings a
level of positivity to every conversation. Her experience in customer insight
and retention is unparalleled and I appreciate all of the help she provided to
our Marketing team. Ms. Stoll is without a doubt an incredibly valuable asset to
any company she is a part of.
https://www.appletongreene.com/acs-customer-service-experience"
Verified by Endorsal.io
MR. PETTERSSON
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
""Value-Based Leadership Performance has helped me strengthen my inner potential
and see to the positive aspects of who I am as a leader. The education process
has helped me to have a more positive mindset and to focus on the things I have
achieved and what is possible. Now I see my leadership as an opportunity for
development rather than obstacle."
https://www.appletongreene.com/clp-cih-value-based-leadership-performance"
Verified by Endorsal.io
MR. SIANO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Siano led multiple business transformation projects and advised the CMO,
Senior VP of CRM and their staffs on digital marketing, CRM, customer
experience, customer contact strategy, loyalty, Next Best Action, and marketing
operating model. Additionally, he led teams that were enhancing marketing
technologies, including data, successful integration and deployment of Campaign
Management, DAM, MRM and retention/loyalty solutions. He was able to correct
initiatives that were severely behind schedule and over budget. The disciplined
approach to technology and process improvement led to a reduction of marketing
and sales costs of 10% while simultaneously increasing rate of return on
marketing expenditures by 3%.
https://www.appletongreene.com/acs-marketing-transformation/"
Verified by Endorsal.io
S. GROSS
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Relationship management is a critical success factor for any b2b service
company and the Appleton Greene Relationship Management program improved our
processes beyond recognition. We have always prided ourselves on being good at
managing client relationships, but you can always improve, always. The cost of
not improving is enormous and RM was a real game changer for us. We became more
objective, more client-led and more able to satisfy our client needs by
constantly improving the resources available to us. We have changed from being a
very good band into an orchestra."
Verified by Endorsal.io
DR. WADE
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"“If Dr. Wade is leading a seminar in your company, I highly recommend that you
sign up for it immediately! I was recently promoted to operations manager of an
investment firm and was in need of some guidance in navigating the waters of
management. Dr. Wade gave us the tools and strategies that I will be able to use
to effectively communicate and begin to build trust with my team. His “Culture
of Honor” value is going to be added to our company’s commitment to excellence.
Thank you, Dr. Wade!”
https://www.appletongreene.com/clp-cih-adaptive-leadership"
Verified by Endorsal.io
MR. LAM
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
CHINA
star-alt
star-alt
star-alt
star-alt
star-alt
"“Mr. Lam consulted with a task force on streamlining and putting processes into
place for a project that had been incredibly manual, labour intensive and
complex. He was able to successfully navigate through complicated procedures, as
well as work with a technical team to create a seamless ordering and requisition
procedure. Mr. Lam worked with multiple teams located across Asia-Pacific and
connected the right people at the right time to help accelerate the process.
Myself and other members of the task force team found Mr. Lam to be highly
personable and responsive to our (many!) questions and he took the time to
thoroughly consult with the team to understand perspectives/frustrations and
ultimately to come up with solutions, that have removed several non-value-added
tasks to all of our roles. We are forever grateful!”
https://www.appletongreene.com/clp-cih-process-re-engineering"
Verified by Endorsal.io
DR. POPA
CANADA
star-alt
star-alt
star-alt
star-alt
star-alt
"Dr. Popa is one of the most competent clinical research professionals I have
ever met. He knows and utilizes the principles of ICH and GCPs in all of his
work. His site management ability is excellent; his sites love working with him
and he is able to get results very easily. Dr. Popa is every project manager’s
dream! He is an extremely hardworking and dedicated team player. He is always
willing to assist with any task to meet project timelines. He has also brought a
wealth of skills in many areas that proved to be significant assets to the team
as a whole. His medical background along with in-depth understanding of clinical
research as a whole only enhances his abilities to handle any task that is given
to him. It was a true pleasure to work with him and I hope to have the
opportunity to work with him in the future. Dr. Popa would most definitely be a
tremendous asset to any organization.
https://www.appletongreene.com/acs-business-administration"
Verified by Endorsal.io
MR. TESCHNER
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"“Extremely relatable content and so many takeaways to put into action within
our organization.” https://www.appletongreene.com/clp-cih-team-accountability/"
Verified by Endorsal.io
T. JOHNSON
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Microsoft - Ms. Johnson helped me get clear about top priorities and skills as
a leader. She helped me navigate some difficult relationships within my own
functional area. Each time we met, my confidence grew stronger, learning how I
contribute to the success of my team using my natural talents. Through our
sessions together I was able to take steps to ensure my professional relevance
ten years out while improving the relationship in my team. Satisfaction in this
area improved by 75% during our time together. On a personal level, by
understanding my own strengths, I was able to have a better relationships with
my daughter and my mother, so the work we did together had a positive ripple
effect. https://www.appletongreene.com/acs-collaborative-teaming/"
Verified by Endorsal.io
MR. ARDILA
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"At GM Latin America, Mr. Ardila attained market leadership for the Chevrolet
brand in the region, going from 14% to 18% share. Revenues went from $12B to
$20B in 4 years and number of vehicles sold from 650,000 to 1 million.
https://www.appletongreene.com/clp-cih-growth-strategy"
Verified by Endorsal.io
L. JEWSON
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"In an unpredictable world, the Corporate Sustainability program by Appleton
Greene helps us to steer from the helm. It helps us to weather any storm that
comes our way and to negotiate the challenges that we face on a daily basis. It
also helps us to be more at one with the environment and to plan for alternative
resources. The program provides useful processes that analyse and challenge the
status quo and enable us to source alternative ways of doing things. This is a
crucial responsibility for any manufacturing business today and the CS program
keeps us on point."
Verified by Endorsal.io
MR. AURIACH
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
FRANCE
star-alt
star-alt
star-alt
star-alt
star-alt
""I chair a consulting and integration company specializing in contact centers.
These systems manage interactions between customers and companies, regardless of
the channel, chat, email, technical interfaces or social networks. We called on
Mr. Auriach to determine and set-up a working method and an operational process,
on the one hand to define and validate our 5-year innovation strategy, on the
other hand to implement it and to include an ambitious communication plan
focused on our innovation agenda. This has allowed us to pivot our positioning
by focusing on the recognition brought to us by the software publisher Genesys,
world leader in the sector, and the perception of our offering by our ecosystem
of customers, prospects, partners, collaborators and job candidates. We already
had the technical skills, we lacked the process of managing our innovation
projects, prioritizing our investments and focusing on the effective execution
of our disruptive strategies."
https://www.appletongreene.com/clp-cih-high-performance-innovation"
Verified by Endorsal.io
K. SPENCE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"There is no doubt that we are becoming more structured in everything that we do
since we started implementing Appleton Greene's processes. We started off with a
program in our customer service department, but we have now implemented a
variety of different programs within 5 departments. The programs are incredibly
reasonble given what you are able to achieve with them. The consultants and
learning providers that we have worked with are very professional, well trained
and very personable. Good experience all round and easy to measure ROI."
Verified by Endorsal.io
MS. ENNIS
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"This program bring a lens to your business that will help you focus on the
things that matter and the essentials that will move you and your organization
forward. The instructors provide excellent counsel and creative business
solutions to complex issues. They will quickly identify your issue through
insightful questions and provide the support to develop the capabilities,
processes and technology required for success in the future. I am always amazed
at the way the team can take a situation that I am wrestling with, and like
solving a Rubik’s cube, untangle the problem in a simple straight forward way
that makes the resolution obvious.
https://www.appletongreene.com/clp-cih-virtual-transformation"
Verified by Endorsal.io
P. SIGLER
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"Tremendous Sales Outsourcing program. Would recommend this to anyone with a
sales department. There are so many good sales generation, lead generation,
telemarketing and after sales organizations now, that it just does not make any
sense any more to do things in house. It is far easier to scale up or down
whenever you need to, your costs are variable instead of fixed, so less risk and
the AGC-SO program helps us to manage it all effectively."
Verified by Endorsal.io
MS. WHITBECK
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Ms. Whitbeck was a great help while she was working with us! She played a vital
role in the complex implementation of a member service initiative encompassing
all of our US Warehouses. She effectively worked toward our organizational plan
by meticulously mapping out our processes to maximize efficiency, effectiveness,
and ease of use. At each phase of the project, Ms. Whitbeck was rigorous in
helping us identify value gaps and refine our framework. She was also able to
highlight and mitigate potential risks and system failures. Even more
importantly, Ms. Whitbeck quickly adapted to the Costco culture and environment,
which facilitated bringing all of our team members and stakeholders at each
level together. She ensured that everyone’s needs were addressed in our new
program process. Overall, Ms. Whitbeck approaches her work carefully and with
cheerful aplomb. https://www.appletongreene.com/clp-cih-sales-strategy"
Verified by Endorsal.io
T. JOHNSON
ACCREDITED SENIOR CONSULTANT (ASC), APPLETON GREENE
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"I reached out to Ms. Johnson for support when newly promoted to bank manager
and navigating some other big goals, like finishing a book. In our time
together, she helped me prioritize objectives at the bank and also helped me
create a structure and writing process for completing a book, something that had
been on my list for a long time. This was a good investment for me on a
professional level and a personal level; I really wanted to have more balance
between work and life, and Ms. Johnson helped me strategize ways to be
disciplined about my commitment to both.
https://www.appletongreene.com/acs-collaborative-teaming"
Verified by Endorsal.io
MR. ERICKSON
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Erickson has helped our company immensely over the last year. He helped me
step back from the daily grind of just running our business to define realistic
strategies to grow our business. He first focused on the fundamentals of our
business operations, such as cash management, sales, and financial goal-setting.
Our foundation was not as solid as I thought it was and our weaknesses were
keeping us from reaching our full potential. Mr. Erickson ‘s persistent focus
finally opened my eyes to how important mastering these fundamentals is to
growing the business I want to have. One year later, we are on course for
achieving our goals for growth in sales and profits by more than our 35% target.
More importantly, I have regained my enthusiasm for running the business and
feel like I am in control of our future. With respect to a return on our
investment, he definitely exceeded my expectations.
https://www.appletongreene.com/clp-business-optimization"
Verified by Endorsal.io
DR. KEIS
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"“Dr. Keis’s consulting services, coaching expertise, and ability to communicate
effectively exceeded my expectations. Thank you very much for being the lead
consultant for our national business process redesign project. Like the VP of
Chrysler stated on tape, this was the best work he has ever seen, to help us
move forward.”
https://www.appletongreene.com/clp-cih-transformational-leadership"
Verified by Endorsal.io
DR. HEFT
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
""We had the pleasure of working with Dr. Heft through the course and scope of a
leadership development program that was launched to support high-potential
executives within our organization. Dr. Heft served as an executive coach to
program participants, working one-on-one with many of our top leaders, over a
nine-month period and during a time of intense organizational uncertainty,
ambiguity, and change. Dr. Heft’s approach, style and expertise had a direct
impact on the success of the program and contributed to exceptional growth in
program participants, resulting in high-retention rates of the leaders who
worked with her and movement into higher-level leadership roles as
organizational changes unfolded. Throughout the program, Dr. Heft helps those
she worked with chart clear goals, identify, and remove perceived and real
barriers, increase self-awareness, and improve mental clarity and resilience.
One of the most impressive elements of the coaching Dr. Heft provided was her
ability to incorporate brain-based science to help leaders understand their
emotions and ultimately the way their feelings impact their behavior and
decision-making. This was well-received by participants and different from what
they’d experienced in the past, leading to rich insights on the part of
participants and a positive experience that left leaders asking for more of what
she delivered." https://www.appletongreene.com/clp-cih-Behavioral-Science"
Verified by Endorsal.io
MR. AREVALO
MEXICO
star-alt
star-alt
star-alt
star-alt
star-alt
"El programa de Planificación Colaborativa demostró ser la piedra angular de
nuestro éxito en las Américas, lo que nos permitió identificar a las partes
interesadas clave tanto interna como externamente y operar de una manera que
beneficiara a todos. Como empresa de logística, esto no solo es importante para
nuestros clientes, también es importante para nuestros proveedores, porque uno
depende del otro. Nos permitió tomar mejores decisiones y contar con la
aceptación y el compromiso de todos los interesados."
Verified by Endorsal.io
L. WHITBECK
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Boeing - I am honored to clearly and emphatically state my absolute confidence
in Ms. Whitbeck. She has earned my sincere respect and admiration. She is the
epitome of exceptional personal and professional ethics, inspiring complete
trust and confidence. In a single word, “insightful” is often and easily applied
to Ms. Whitbeck as a consultant and trainer. She gathers facts and data, while
rejecting complacency to reveal blinders that were holding our team back. She
understands the human element in the equation which facilitates a transparent
and empowered working relationship. She has a comprehensive knowledge of sales
strategy, techniques, and psychology. She helped us map and then build an
effective streamlined methodology and process. She challenged every team member
in the best way to grow and reconnect with their passion to be of service. Ms.
Whitbeck easily works across multi-functional departments within organizations,
bringing us together to define realistic strategies for achieving our goals for
growth in sales and profits. She quickly understood our needs and has been
instrumental in assisting us implement refinements to our thinking, processes,
and customer journey. https://www.appletongreene.com/clp-cih-sales-strategy"
Verified by Endorsal.io
P. SCHWARTZ
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"A successful product needs to engage customers in such a way as it stimulates
the imagination. Appleton Greene has managed to achieve this with it’s corporate
training programs. They are developed by individuals who are clearly passionate
and believe in what they do and this enthusiasm is transferred through our
employees into business process improvements."
Verified by Endorsal.io
DR. MEEKS
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Sigma Health Consulting is a niche healthcare/healthcare technology consulting
firm in the Washington, DC area providing healthcare delivery and healthcare
technology consulting services to the Veteran’s Administration (VA), US
Department of Defense, and various commercial health networks and facilities
from time to time. Dr. Meeks provided health care technology consulting and
portfolio product management SME in supporting Sigma’s VA customer in a variety
of roles and expectations. He most recently provided technology management
expertise as a project/product manager guiding a portfolio of interactive
patient-facing and/or provider-facing web & mobile health apps for VA providers
and Veterans. https://www.appletongreene.com/acs-technology-innovation"
Verified by Endorsal.io
S. ERICKSON
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Filmtec Corporation - We brought Mr. Erickson in as a consultant to help us
improve our operations during the early transition right after The Dow Chemical
Company bought us. He quickly showed us his capabilities as he worked across
multi-functional departments. He brought cohesiveness and a level of knowledge
and expertise that were missing in the organization. He was an active part of
the business management team which consisted of sales, marketing, and finance
managers of Dow. This team was responsible for running and growing the business.
He assimilated well into the team. He was an instrumental part of the team in
improving our business capacity that helped the company grow by over 300% in
less than five years. He interacted well with all levels of personnel, from Dow
executives to the people on the floor. We appreciate all he did to help us make
the purchase of FilmTec the success it was.
https://www.appletongreene.com/clp-business-optimization"
Verified by Endorsal.io
MR. GREENE
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Ray-Ban, was a great place to practice the techniques of productivity. Sunglass
business was growing at around 20% a year for four years. State-of-the-art R&D
technology led to new products, an acquisition contributed, additional and more
modern equipment at two manufacturing plants was installed, two more facilities
were added including a maquiladora plant. The main assignment was “don’t let us
run out of capacity”. Employees understood the products of the company and their
reputation in the marketplace for style and quality, which definitely
contributed to motivation."
Verified by Endorsal.io
MR. ROBINSON
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Robinson provided project management coordination for the evaluation of
weathering effects on 200-300 foot high rock pile stability. Activities included
developing standard operating procedures for field and laboratory activities.
Responsibilities included serving on the Weathering Index and Modelling
committees and providing support for the development of a robust data and
document database to support various Principal Investigator research
activities."
Verified by Endorsal.io
MR. FAIGEN
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Consumer Industry, CEO Of Robotics Company While we were a pioneering leader in
our field, we became overly reliant on technological innovations and equated
these with product innovation. New Product Business taught us how to redeploy
our highly talented professionals to be more aware and sensitive to emerging
customer needs, which in turn shaped our technological advances into winning
commercial products. We moved from measuring success by the number of patents we
achieved and the leading-edge technologies we packed into our products to an
entirely new set of learning metrics that tell us how fast we are progressing
each day and how sharply we will hit our target market.
https://www.appletongreene.com/clp-cih-new-product-business"
Verified by Endorsal.io
MR. ANTONGIOVANNI
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Antongiovanni was hired to assist the President with turning the company
around and integrating into ITW processes. The company had failed several
internal audits. He assessed the current team and reset expectations. He
developed existing resources and brought in new talent based on updated employee
expectations. This process included our international accounting teams in Europe
and China. https://www.appletongreene.com/clp-cih-financial-leadership"
Verified by Endorsal.io
MR. MACEACHERN
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. MacEachern, together with his small team of leadership experts, delivered a
world-class leadership development program. It became somewhat of a cornerstone
of our leadership program, and we put hundreds of leaders through, including
VP’s, directors, managers, and front-line leaders in multiple divisions. By
embedding these proven leadership practices into our performance management
process, it reinforced these leadership behaviors, and they became part of our
culture. The result was a significant uplift in our employee engagement in the
divisions that participated.
https://www.appletongreene.com/clp-cih-coaching-engagement"
Verified by Endorsal.io
MR. BOLAND
CERTIFIED LEARNING PROVIDER (CLP)
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr Boland worked with remarkable success in his entrusted tasks and he
contributed considerably to the success of the company. His personal conduct was
faultless, as regards system and effort, and was marked with high timeliness. He
was equally regarded by the Board, employees and colleagues, and fulfilled his
responsibilities effectively and successfully, with a high degree of loyalty. He
orientated his staff towards goals and success. He was an acknowledged partner
and leader due to his technical knowledge and team guidance.
https://www.appletongreene.com/acs-process-excellence/"
Verified by Endorsal.io
P. SHORESH
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"The Appleton Greene Human Capital program is really a must for any organization
that is a service industry or has a large HR department. We have to be able to
measure all human activity and performance in financial terms and the HC program
achieves this without making people feel like a financial resource."
Verified by Endorsal.io
M. ROBERTS
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"US Army - Crisis Management. Ms. Roberts was the driving force that created our
Strategic Communication Office from scratch, developing the processes and
procedures and educating the command. Her efforts ensured key communications to
allies in the Pacific had all words and images aligned with the desired
messaging. She played an integral role in securing Chinese acceptance of aid for
the first time in this command’s history. Her work enabled the command to
project a powerful, yet helpful presence within the Pacific Rim Theater to
assist and train our allies in keeping the area secure from regional threats."
Verified by Endorsal.io
MR. SIANO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"General Motors - Mr. Siano made many contributions over an extended period of
time and brought a collaborative spirit to the work he did. He brought vision to
a disciplined mind set and is a strong delivery tactician. One example of the
many key accomplishments was the revitalization of a brand and supporting
marketing programs that posted a 42% year-to-year sales increase while reducing
the cost per sale by 38% in the first year and a 19% year-to-year sales increase
while reducing the cost per sale by 26% in the second year. By challenging the
status quo, his practical approach is cost-effective, time-effective and
process-effective. https://www.appletongreene.com/acs-marketing-transformation/"
Verified by Endorsal.io
MR. ANTONGIOVANNI
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Antongiovanni was brought into help our new CFO. He quickly helped us
assess the current team and make improvements. He also helped to improve the
effectiveness of the team and helped us to focus our recruiting efforts when
looking for new members. The improvements allowed for a reduction in overall
costs while improving the team dynamics.
https://www.appletongreene.com/clp-cih-financial-leadership"
Verified by Endorsal.io
J. LUMB
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Hewlett Packard - HP’s optical storage business unit desired to improve its
performance by getting closer to customers to enable tailoring of solutions that
matched regional customer experience expectations and improve profitability.
Utilizing regional market and total customer experience analyses, Mr. Lumb's
program helped HP’s business unit to design and transition its business unit
model from a centralized global model to a global technology hub and 3 solution
strategy/solution delivery-focused regional business units (Americas, APAC and
EMEA). During this transformation, clear cross-functional roles,
responsibilities, processes, information flows, and metrics were well defined
and implemented. The end results were better regionalized products and processes
optimized to deliver and did deliver superior performance in each region.
https://www.appletongreene.com/clp-product-lifecycle"
Verified by Endorsal.io
MS. UOTI-VAISANEN
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
MONACO
star-alt
star-alt
star-alt
star-alt
star-alt
"“We have worked with Ms. Uoti-Vaisanen and her team on a superyacht market
entry project. The entire team is very capable, professional, credible, and
innovative in their work. I found the Superyacht Sector Marketing Program
particularly insightful and applicable to my business. I would recommend her
services to any company interested in exploring and preparing a market entry
project for the superyacht industry. I believe her and her team’s knowledge base
and skills are an asset to any company they cooperate with. Ms. Uoti-Vaisanen
will equip you with the knowledge to break into the superyacht world and
succeed. I’m looking forward to a continued relationship with them as the brand
grows and offers new services and products. “
https://www.appletongreene.com/clp-cih-superyacht-market-entry/"
Verified by Endorsal.io
F. CHINAGLIA
ITALY
star-alt
star-alt
star-alt
star-alt
star-alt
"Olivetti SpA - P&L responsibility for the Office Automation Business in the
EMEA region (7 subsidiaries) including IDS and OEM’s (International Direct Sales
& Original Equipment Maker). Co-ordination and management of all Marketing &
Sales activities within the division. Division reorganization from loss making
(losing €10m) to profitability. Improved business performance through sales
expansion and cost cutting. Turnover €300 m, FTE’s 300, Direct reports 10.
Within 12 months was promoted from General Manager for Direct International
Sales to Vice President of Sales and EMEA Director. In Olivetti he restored
business profitability in 2 years; merged different country markets; opened new
subsidiaries in emerging markets and closing some in WE and implementation of a
strict cost cutting program in the Division.
https://www.appletongreene.com/acs-transitional-growth"
Verified by Endorsal.io
MR. BISS
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"One of the most powerful trainers I’ve had the privilege to witness. Mr. Biss
has a unique ability to be able to form a workshop that not only gives you an
experience that can change your life but also give you practical strategies that
you can walk away with and take right into your life to get the change that you
want. He is an amazing coach that can take you from where you are to where you
want to get to in record speed. If you’re an organization that needs a facelift
or needs someone to come in and re-invigorate your staff…Mr. Biss is your guy."
Verified by Endorsal.io
MS. PENTERMAN
CERTIFIED LEARNING PROVIDER (CLP)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Ms Penterman has been invaluable to Timbalaya in helping us think through our
strategy, product development, funding goals, and rollout into the USA market.
Her 20+ years as a professional in arts and culture, along with her strategic
yet pragmatic approach has been extremely helpful. Personally, she also exudes
kindness, generosity and helpfulness. It’s been a true delight to work with
her."
Verified by Endorsal.io
DR. GLICK-SMITH
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"“Once in a blue moon you come across a beautiful soul and have the privilege of
working with them over many years – Dr. Glick-Smith is such a friend, co-worker,
and giver. For a dozen years she volunteered as a CEO to come and share her life
story and her vast experience with my leadership forums in Dallas, Los Angeles,
Chicago and in Irving. Now with her life’s true passion found, Flow Leadership,
she has even more value to share and does so in an inviting and endearing way
that has you hoping that the experience will last longer. If you want to get to
the heart of your people, Dr. Glick-Smith is your guide.”— Founder | Chief
Learning Officer
https://www.appletongreene.com/clp-cih-flow-based-decision-making"
Verified by Endorsal.io
MR. CONNELL
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Mr. Connell was responsible for managing the Alliance between Jacobs and Coors
Brewing executing and delivering a significant project portfolio over a 4-year
period. During his tenure, the project team significantly improved the
multi-project execution methodology and outcomes for the brewing, packaging,
utilities and infrastructure projects in multiple breweries and project
locations throughout the USA. This enabled the client to achieve its expansion
objective by the successful execution of the various capex, opex and sustaining
capital projects in the portfolio. The Value Engineering (VE) program that was
applied, yielded approximately 20% savings of total installed cost for the
client.” https://www.appletongreene.com/acs-project-excellence"
Verified by Endorsal.io
DR. KEYSSER
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Dr. Keysser brought an idea to us of refinancing some of our existing stores to
take advantage of reduced interest rates, and a very strong demand in the market
for our proposed type of debt. At the time, there were advantages within the tax
code that made those financing methods feasible, but those provisions were
scheduled to be reduced in the near future. He assisted us in analyzing the net
impact on our bottom line of undertaking these refinancings. He was a key figure
in this strategy, recommending options for lowering our costs of capital and our
operating costs, and reminding us of the time-urgency of concluding these
refinancings before the announced change in tax law. He then conducted the
refinancings of seven of our stores in four different states, which contributed
significantly to our cost savings.
https://www.appletongreene.com/acs-financial-management"
Verified by Endorsal.io
N. LIM
CHINA
star-alt
star-alt
star-alt
star-alt
star-alt
"The world has become a much smaller place. It is much easier for many people to
travel and they do so for business and pleasure with increasing regularity. This
has resulted in more international and less provincial thinking and corporate
training within our organization needs to reflect this. It is no surprise that
many traditional educational programs such as MBAs have become more
international and enable students to study in two or three different
international locations during their study terms. Online training has also
encouraged international collaboration. However, at Appleton Greene, they have
truly embraced this philosophy through it’s business partnering with hundreds of
learning providers and consultants who all work remotely from a variety of
different international locations and this has proven to be a masterstroke and
consolidates their unique global positioning."
Verified by Endorsal.io
MS. SHERWOOD
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"U.S. Department Of Veterans Administration – Acquisition Academy “I liked
everything about this training. I like the instructor’s approach. If a student
did not understand the material presented in the original way, she presented it
in another way. If the student still did not understand, she tried a third
approach until the student understood. She was patient and kind.”
https://www.appletongreene.com/clp-cih-performance-minded-leadership"
Verified by Endorsal.io
M. AKWULE
SOUTH AFRICA
star-alt
star-alt
star-alt
star-alt
star-alt
"Being a participant in Appleton Greene's Social Responsibility program in South
Africa encouraged me to become a Learning Provider myself. I loved the way the
program brought everyone together and helped companies to integrate more with
the local communities they served. I became so empowered by this experience that
it gave me the confidence to develop my own program with an already established
and enthusiastic market in South Africa."
Verified by Endorsal.io
MR. THOMSON
CERTIFIED LEARNING PROVIDER (CLP)
CANADA
star-alt
star-alt
star-alt
star-alt
star-alt
"Providing accurate delivery of radiotherapy to cancer patients is paramount to
both their health and safety. MDX introduced a radiotherapy QA system, complete
with hardware and dedicated software, that significantly reduced error rate and
helped to streamline patient processing for daily therapy. The system provided
3D versus 2D representation of treatment delivery when captured by the hardware
prior to patient delivery. This gave a more precise representation to the
medical physicist when calculating associated dosage. The hardware could also be
adapted to present in up to 21 planes giving even more definition of the
delivery path by the radiotherapy system. System cost was also comparable or
less than competitive hardware systems, which also did not offer dedicated
software for review and planning. The result was an easily deployed, superior
system that was partnered with the world’s largest radiotherapy treatment
company."
Verified by Endorsal.io
MR. SIANO
ACCREDITED SENIOR CONSULTANT (ASC)
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"As the lead strategist and consultant on a major marketing, sales, and service
alignment initiative, Mr. Siano led the alignment of sales and marketing
processes to shorten sales cycle, create shared revenue generation goals, and
ensure that customer experience is consistent with brand across all media
channels. The initiative required the mapping buyer journeys for all customer
profiles around SalesForce.com deployment and reviewing and fine tuning
processes for customer handling. He enabled the division to be able to refine
our processes, handle the project management duties and lead our own change
management. The results speak for themselves. Pipeline velocity increased by 5%
and lead close rate by 4%.
https://www.appletongreene.com/acs-marketing-transformation/"
Verified by Endorsal.io
MR. BELMONT
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Ambit Energy - The organization was the forefront on energy savings for
struggling consumers paying for utilities. This business was a favorite provider
for people that believed in what it offered. Obviously, many people were later
drawn by its mission for helping customers save on gas and electricity: whereas
developing customers. As an independent consultant, Mr. Belmont embodied the
practice of informing consumers on how to save on a good utility plan: using
preferable rates given by the company (for certain locations). Rates were
compared to what the consumer was currently paying. It was a historic moment
when gas and utility giants became deregulated: allowing small companies to
become secondary providers. Customers had benefited from its services and a
friend. Fortunately, this became an example of what customers favored: knowing
that someone benefited from the plan as well. The application was practical.
Teaching clients about the plan became easier: which indirectly increased the
organizations client base. We saw savings after the first payment."
Verified by Endorsal.io
MS. ENNIS
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"It’s not just a one-time classroom setting. It was on-going. It was also with
their peers and they had the opportunity to learn from each other. The biggest
shift was the managers had self-awareness. It was the ability for them to let
their guard down and say “ok, maybe I do need help.” Who is the manager I want
to become? What does that manager look like? And how do I take the necessary
steps to become it. The results have been really impactful. From the start we
immediately saw that the way they engaged with their employees changed. They
went from really stopping, listening, paying attention to what their employees
was giving them as feedback. Whereas in the past they were just rushing through
their day to get “their job” done as a manager, instead of saying my job is to
work through my people. The staff was so engaged in growth mindset, they said we
should do this in new hire orientation, they should all go through this.
https://www.appletongreene.com/clp-cih-virtual-transformation"
Verified by Endorsal.io
MS. JACEWICZ
CERTIFIED LEARNING PROVIDER (CLP)
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"Ms. Jacewicz successfully designed, procured, mobilised, and implemented
service delivery model for the Siemens sustainability showcase building. “The
Crystal” included cutting edge building management systems and associated
“green” infrastructure that required re-think of traditional facilities and
asset management concepts. At its core, the Target Operating Model design
required the team to shift their focus from business function activities to
cross-business functions delivery. Under the “One FM” umbrella, team members,
regardless of their background shared knowledge about building management
systems configuration, error thresholds and escalation parameters. Extensive
training, knowledge exchange and participation in commissioning activities
empowered the delivery team to take ownership of day-to-day activities in the
round the clock service delivery model. Everyone’s engagement and shared
interest to keep the building configuration parameters synchronised and balanced
provided comfort environment for the occupiers and great customer feedback. The
team commitment and collaboration strengthened implementation of asset
management best practice methodologies in line with ISO5500x series. Enhanced
training and gained knowledge provided skills for detailed planning of workflow
and therefore permitted cost control and setting up strong risk management
approach to systems failure. Thorough understanding of building systems and
ability to analyse data and information from various sources improved
operational decision making. Supported by asset verification and alignment of
asset data, to set up asset management information system, improved physical
asset performance leading to development of complex Life Cycle replacement
strategy to ensure continuity of the building services and their configuration
management. https://www.appletongreene.com/clp-cih-rapid-transformation-system"
Verified by Endorsal.io
MR. SIANO
UNITED STATES
star-alt
star-alt
star-alt
star-alt
star-alt
"Business transformations are difficult, especially when policies, procedures,
processes and culture are well entrenched. Mr. Siano worked with the senior team
to develop marketing operations processes, data processes, technology strategy
and tactics to transition from product centric to customer centric organization.
Additionally he helped us quantify opportunities and put in place procedures for
us to continue the work on our own. He provided exceptional leadership,
direction and support to the extended teams encouraging collaboration. Mr. Siano
excels at helping firms develop the big picture, synthesize it down into a
business case and then providing executive leadership to the team to execute the
vision. https://www.appletongreene.com/acs-marketing-transformation/"
Verified by Endorsal.io
MR. HORROCKS
CERTIFIED LEARNING PROVIDER (CLP), APPLETON GREENE & CO
UNITED KINGDOM
star-alt
star-alt
star-alt
star-alt
star-alt
"“I met Mr Horrocks for the first time in a large meeting during the decision
process for an ERP system within our Group HQ in Paris and it appeared we had
the same vision on the process. Later, during the implementation process, I
learned Mr Horrocks is a very honest guy with a very positive and inspiring
drive, managing change processes during and in very difficult circumstances.
During his stay with us he helped to implement the ERP system further in detail,
including the difficult change process. Good listener, sparring partner and a
great person to work with.”
https://www.appletongreene.com/clp-cih-technology-invoked-change"
Verified by Endorsal.io
Page load link
Go to Top
APPLETON GREENE & CO
* Information
* Our History
* Mission
* Offices
* Back
* Services
* Corporate Training
* Standard Programs
* Bespoke Programs
* Training Process
* Back
* Clients
* Client Profile
* Client List
* Industry Sectors
* Client Testimonials
* Back
* People
* Consultants
* Learning Providers
* Appleton Greene
* Consulting Companies
* Back
* Locations
* The Americas
* Head Office
* United States of America
* Canada
* South America
* Back
* Europe
* Europe
* Switzerland
* Back
* Asia
* Middle East
* India and Pakistan
* China
* Japan
* Far East
* Back
* Other
* Africa
* Australasia
* Back
* Back
* Publications
* Customer Service
* e-Business
* Finance
* Globalization
* Human Resources
* Information Technology
* Legal
* Management
* Marketing
* Production
* Back
* Contact
* Search Consultants
4.9/5
175
verified reviews & testimonials
All 175
Endorsal 175
—
"undefined"
Endorsal testimonial
Appleton Greene & Co is rated 4.9/5 from 175 reviews & testimonials.
Powered by