Ashridge Corporate Brochure

8/9/2019 Ashridge Corporate Brochure

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Introduction

Ashridge specialises in the creation and implementation o strategy.

Ashridges strength lies in understanding and supporting contextual

leadership. These insights are used to work in partnership with our

client organisations to help them ormulate and achieve their concrete

and measurable business goals.

Todays goals, however, are not enough. At Ashridge, we are also

interested and deeply involved in creating scenarios about the uture.

What will the global economy look like in 25 or 50 years? How can we

ensure that our organisations are sustainable into the uture? What

types o technologies are on the horizon and how will they change

society? How can organisations today include an assessment o the

challenges and opportunities or tomorrow in their planning?

While the 25 to 50 year horizon is important, so too is a shorter horizon

o change. To put things into context, when Ashridge turns 50 in 2009,

Google will celebrate only its th year as a publicly listed company.

Things change and they change rapidly. Organisations which can

create a shared vision o what they wish to achieve in the next ew

years stand a much better chance than those that all victim to

introspection and a lack o mission.

Id like to conclude by thanking those organisations that have placed

their aith in Ashridge over the past 50 years and who have made us

the number one provider o customised executive education in the UK

and eleventh in the world. For those who know less about Ashridge,I hope this brochure provides you with a high-level view o the range o

educational and consulting interventions, rom MBA programmes

through to Executive Education and rom Organisation Consulting

through to Coaching. And lastly, I hope we can work jointly with you

as a trusted partner in co-creating the uture o your organisation.

While Ashridge has had numerous incarnations over the past 800

years, the Business School was ounded 50 years ago, in 1959.

The original goal was to help contribute to the competitiveness o the

individuals and organisations who came though Ashridges doors.

In that sense, very little has changed. In a corporate sense, the mission

o Ashridge remains.

When I think o 1959, I imagine typing pools o manual typewriters

creating pages to be reproduced by mimeographs and ditto machines.

I imagine a post-war austerity and ormality, drained o colour, and I

imagine Ashridge oering courses concerned with the undamentals o

business to an audience concerned with challenging industrial relations

in an industrial age. To put things into context, the IBM Selectric was

not even invented until 1961. To put things into perhaps another

context, who can even remember the IBM Selectr ic?

Fast-orwarding to today, technology has become electronic.

Communication is global, and business is driven by c reativity,

knowledge and innovation. It is our belie at Ashridge that leaders and

managers still need to understand the undamentals o business.

These undamentals, however, are necessary but insucient or

managerial success. In a knowledge economy, applying the knowledge

is just as important. To get something done in an organisation, one

must be able to involve others. This requires refection and thought.

It also requires infuencing skills and a bias or action.

Kai Peters

Chie Executive

Ashridge

Ashridge is dedicated

to helping individuals andorganisations prosper.

I invite you to explore how

Ashridges innovative and

rigorous approaches to

management education

and development can

change you and your

organisation

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`Ashridge has delivered programmes

for a range of clients in China and

has hosted Sinopec at Ashridge.

The international faculty, the balance

between academic and hands-onexperience and the focus on

organisation development has

really made an impact

Barbara Wang,Ashridges representative in China

Ashridge is represented in key markets around the world.

See www.ashridge.org.uk/international

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Programme design

Right rom your initial enquiry, Ashridge

aculty who have all had leadership roles in

international organisations are central to

the design process. We put great emphasis

on diagnostics to challenge and stimulate

thinking. We work together with you to

design, develop and deliver programmes

unique to your needs. They might include

large group events, personal development

through coaching, short residential

programmes, customised virtual learning and

inter-modular project work o current

signicance: all in service o positive

outcomes or your organisation. Our

aculty are at their best when working

with your people to reresh their

thinking, build their capability or

the uture and develop top

talent.

Our vision

What really excites Ashridge is creating

programmes that are genuinely eective in

helping organisations develop the people

who deliver their business goals and

objectives. We design programmes that

address the core challenges acing an

organisation and the development needs o

individuals or groups: programmes that have

an impact and move the organisation and its

people along their journey, closer to their

goals.

Our approach

We know that people learn in dierent ways

and that fexible, interactive teaching

techniques have the greatest impact.

Delivering a winning programme means

engaging participants with the right mix o

theory combined with hands-on experience

and practical application. Short keynote

presentations and question and answer

sessions are interspersed with real-lie case

studies, competitor benchmarking, customer

perspectives, experiential learning tools and

business simulations. Our approach is

centred on the needs o the individual,

employing a style which is participative,

challenging and engaging, and which

ocuses on how participants apply learning.

Ashridge was one o the rst business

schools to oer executive education

programmes tailored to the specic needs o

organisations and their people. Our world

class reputation is refected in the 2008

Financial Times rankings where Ashridge is

positioned as Number One in the UK and

ourth in Europe or tailored executive

education programmes.

Today, customised programmes account or

65% o Ashridges educational activities.Programmes vary rom three-day intensive

courses at Ashridge to multi-module global

programmes delivered ace to ace at

world-wide locations or virtually.

Clients all over the world choose tailored

Ashridge programmes because we oer

learning experiences that bring real, practical

benets and can change the lives o

individuals and organisations.

Tailored programmes

5+44 (0)1442 841490 | www.ashridge.org.uk/tailored


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Tailored programmes or the private sector

6 +44 (0)1442 841490 | www.ashridge.org.uk/tailored

Orange is the key brand o France Telecom,

one o the worlds leading telecommunications

operators. Ashridge was approached to develop

a core leadership programme as part o the

Orange Management School, to provide its

leaders with the tools to inspire and to have the

condence to lead the way and take Orange

orward.

Participants attend an intensive one week

programme at Ashridge where they are exposed

to a range o subjects and development activitiesexploring change management, decision making,

leadership skills, personal awareness and impact

on others, to help address the current challenges

within Orange. Ashridge is able to convert its

unique perspectives and understanding o

leadership into a language that is engaging,

revealing and inspirational.

Since the successul launch o the Management

School in 2006, a total o 330 participants have

attended 15 programmes. The Ashridge

programme continues to be regarded by

Orange as a key ingredient in the developmento its leaders.

This is a antastic opportunity or our senior

managers to develop their leadership

capabilities and work with Ashridge

Sarah March

Talent Development

Orange

Measuring Return on Investment

We understand that organisations seek

assurance that their investment will deliver

returns. Ashridge has conducted a ground-

breaking study o business school clients

attitudes towards evaluation. We ound that

CEOs and MDs priorities were to

understand whether individuals were better

leaders as a result o a programme, and to

explore how their organisations learning

climate might support or hinder transer

o learning.

As a result, we have several dierent

approaches that enable us to gauge

programme impact or individuals and gain

insights into how best to achieve learning

transer. We are able to strengthen the

impact o leadership and management

development and work with development

proessionals to measure the eectiveness

o learning interventions.

We also discovered that one o the key

actors aecting programme impact is

learners sense o personal accountability.

We are thereore including more mechanisms

to increase accountability with programme

designs, or example by involving senior

management both during the programme

and in its review.

Weaving the threads

Its no coincidence that participants say that

Ashridge tailored programmes are unique.

They recognise the way we identiy the

subject themes and objectives, and weave

these threads throughout the module, course

and programme. Programme content is

designed to refect the act that business

issues tend not to come neatly packaged as

single subjects. Rather than taking each

business subject in isolation, we approach

unctional disciplines as interdependent

perspectives on the process o management

being explored. From the participants point

o view this makes the learning more joined

up and the experience more relevant and

powerul.

Ashridge clients

Ashridge has an international portolio o

clients rom 27 countries and we are proud

to retain over 75% o our client base

annually.

Major Ashridge private sector clients

include: Bayer CropScience, British

Airways, Danoss, Electrolux, Fuller, Smith

and Turner PLC, Kuoni, Luthansa,

Marshalls, NXP, OMV, Orange, Philips,

RWE Supply & Trading GmBH, Sinopec,

Skanska, Tetra Pak, ThyssenKrupp, Tube

Lines, Volkswagen and Wragge & Co.

Orange


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Luthansa is one o the worlds leading airlines. It operates

globally with more than 400 companies and subsidiaries and

more than 100,000 employees. In 2007, it transported over

62 million passengers.

Ashridge is one o the three preerred partners or Luthansa

in Executive Education and since 2004, has worked with the

airline on a development programme or its C Level managers

(3rd hierarchy o management, an important group who make

signicant contributions to the organisation). To ensure uture

business success in the competitive airline industry, it is

important that this group continues to play a central role inthe leadership and strategy development or Luthansa.

The C-Experience programme is designed and delivered in

close consultation with senior management rom Luthansa.

The eight strategic challenges acing the organisation orm

the basis o the programme, which is attended by managers

rom across the organisation, rom Europe, the USA and Asia.

The programme prepares participants to eectively manage

current and uture challenges and increases their ability to

work in a global and diverse environment. It also encourages

strategic dialogue with top management and supports

knowledge exchange both internally and externally.

The seven-month programme begins with a two-day event,

where participants are given insights into the major issues

acing the airline industry and are able to plan their personal

learning routes. In groups, the participants explore and work

on one o Luthansas strategic challenges, presenting their

ndings and recommendations to senior management at the

nal two-day event o the programme. In parallel, several

short electives on business and leadership topics are spread

across the course o the programme.

Electroluxs Next Level Leaderprogramme was designed or 400

experienced and high perorming managers rom New Zealand,

Australia, India, Singapore, Thailand, China, North and South

America and rom across Europe. Its main ocus (around 80%) is

leadership development, strategic understanding and increasing

the pace o insight-based innovation, and it is delivered in all

regions. 20% is tailored to specic geographic regions.

Ashridge undertook diagnostic interviews with 30 senior

managers in Europe, Asia and the United States, beore

designing an initial tailored programme and rening it with

Electrolux. We ran a successul rst programme within twomonths o being asked to lead the work, in response to the

companys ocus on speed.

Delivery in each region brings together 30 middle/senior

managers over two modules o our days each, with two months

between modules. The whole process ollows a ast moving

pace congruent with the acceleration theme within Electroluxs

strategy. The programme schedule has been intense and the

team has already delivered twelve programmes over a our year

period.

Our close understanding o Electrolux, its business challenges

and our empathy with regional cultures have led to highly positive

eedback.

The Next Level Leader programme has defnitely delivered

on its key objective to support and develop managers

as they execute our strategy ocusing on personal

development, brand, lower cost and growth

Hans Strberg

CEO

Electrolux

The programme, which is designed to closely link in with

other development initiatives, has been a very successul

partnership between Ashridge and Luthansa, with over 230

participants going through the programme since 2005.

Being able to work in learning groups with colleagues

rom dierent business units was very eective. It was

a great way to learn and look at business issues rom

dierent perspectives

Stephanie Sedat

C-Experience participant

Electrolux Luthansa

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In the UK, major public and voluntary sector

clients include: Cabinet Oce, Department

o Health, Foreign and Commonwealth

Oce, Home Oce, Improvement and

Development Agency or Local Government,

Learning Skills Councils, Ministry o

Deence, National Health Service,

Prime Ministers Strategy Unit,

Quality Improvement Agency. We also

run programmes or Association o

Chie Executives o Voluntary Organisations,

Clore Leadership Programme and Cultural

Leadership Programme. Internationall y,

public and voluntary sector clients include

Emirate o Abu Dhabi, Government o

Oman, The Global Fund, UNICEF, World

Bank and World Health Organisation.

Ashridges clients across the world in

government, agencies and urther education

believe investment in their high potentials, key

leaders and managers in attending our

programmes pays o in terms o changing

behaviour and improving perormance. Our

Return on Investment research oers them

robust proo to vindicate their judgement. As

one MOD programme participant commented:

This course will prove invaluable to my

MOD and personal needs, increasing my

personal eectiveness. I now possess and

understand the tools needed to develop

my ability to take on a wider leadership

prospectus and deliver change.

Ashridge is a major UK and international

provider o executive education and tailored

programmes or the public and voluntary

sectors. In 2008, Ashridge has again been

ranked Number One in the UK by the

Financial Times or the quality o its work with

international organisations both in the private

and public sectors.

Clients tell us they value our specic sector

experience, understanding o their needs and

our energy in oering new ideas in contentand process as the relationship proceeds.

Our growing success in this sector

internationally is based on:

the sector experience, understanding and

diversity o our aculty

our innovative programme designs

quality in delivery

positive eedback rom participants

evidence o longer term impact on

participants perormance.

The Ashridge programmes have been a

huge success in unlocking the department.

What is so impressive is that all the tutors

have very extensive experience in the real

world themselves, and they continue to work

with a wide range o organisations

Chris Williams

Ministry o Deence

Tailored programmes or thepublic and voluntary sectors

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Client Directors Eve Poole, Megan Reitz

and Tony Montes (above) are part o anexperienced aculty team dedicated to sharing

insights and delivering innovative ways o

meeting the very particular challenges aced

by the public and voluntary sectors

Dr Mark Pegg

Director o Public Sector Programmes


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Our ocus is on better delivery o

public services: the usion o historical

values with 21st century issues. This is

why Ashridge is perect or us

Sir Gus ODonnell

Cabinet Secretary

Ashridges services or the public and

voluntary sectors are delivered through the

Ashridge Public Leadership Centre. The

APLC provides an innovative centre or

leadership development and executive

education and is designed to add value to

our clients through:

Research ull time resource to support

Ashridge aculty research into the live issues

clients are acing in their various roles

Networking regular events andcommunications where clients gain privileged

access to new thinking and research ndings

beore publication

Partnerships partnership with international

universities and business schools and the

National School o Government to deliver

complex programmes and research needed

by modern clients

Centre of Excellence the application o

Ashridges deep sectoral experience as the

backbone o our services.

The Sport Business Initiative (SBI) continues

to provide a unique dimension to learning

by transerring experiences rom the sports

world and enabling clients to view their

challenges rom a dierent perspective.

In addition to its work on Ashridge

programmes, SBI also works with the

British Olympic Association and sporting

bodies throughout the world.

The FCO-Ashridge relationship began in

1999. Since then, Ashridge has delivered a

variety o leadership, strategy and change

programmes designed to help deliver the

cultural change agenda within the FCO.

The Leadership programmes cater or

Band D ocers, Deputy Heads o Mission

and Ambassadors, and seek to bring

world-class learning processes and thinking

to bear on the practical realities o these

varied and challenging roles. We were

delighted that the programme aimed at Band

D ocers was recently eatured as one o six

global case studies in innovation in teaching

and learning by the International University

Consortium or Executive Education. The

Ashridge Strategy programmes deliver core

strategic capability as part o the Proessional

Skills or Government agenda and use live

cases to apply the learning to issues that are

o real and global importance. The Change

programmes similarly blend thoughtul

processes and pragmatic engagement withthe messy reality o real lie.

One key eature o our relationship with the

FCO is our pan-Ashridge oer. The

programmes involve not only the tailored

education team but colleagues rom

Ashridge Consulting, the Ashridge Strategic

Management Centre, Ashridge coaches and

Ashridge associates.

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Over the past two years, Ashridge has also

beneted rom the secondment o an

experienced senior manager rom the FCO,

who has now completed the Ashridge MBA

and has greatly contributed to our ability to

tailor our oer to meet the needs o the

Oce more exactly. In support o these

programmes, Ashridge works with the FCO

on a variety o complementary initiatives to

oer highly tailored and integrated learning

and development.

+44 (0)1442 841490 | www.ashridge.org.uk/aplc

Foreign and Commonwealth Ofce

(FCO)

Ashridge Public Leadership Centre


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Our consultants combine expert knowledge

o the literature and models used in

organisation and personal development,

with innovative approaches based on a

philosophy that regards organisations as

constructs o personal interactions and

conversations rather than as machines that

need xing.

Organisation and culture change

We have observed that changes to

structures and procedures are only a smallpart o a change process. The real work lies

in engaging with the inormal processes, the

myriads o interactions which constitute the

way the organisation actually works. While

change is unpredictable in the long run, an

overall change strategy provides a sense o

purpose and direction and a ramework or

action. The consequences o action can be

anticipated, but not predicted, and so the

successul implementation o change must

be an emergent and interactive process.

Typical client assignments large and

complex change processes across global

organisations can involve all o these. We

are increasingly addressing the business o

sustainability in our client work and can oer

all our services on an innovative virtual basis.

Our range o services also includes senior

executive coaching, board acilitation and

team eectiveness.

Working with clients in ways which enablethem to develop their own consulting

capability is undamental to our philosophy.

We build internal change capability and

transer our expertise to leaders and other

sta within the organisation. We are

increasingly described as the consultants to

the consultants, as we share our ideas and

skills and develop other consultants expertise

in organisation change and coaching.

Ashridge Consulting is an organisation

development consultancy that works

internationally with clients rom many dierent

sectors and industries. Our highly

experienced consulting team, drawn rom

over 20 nationalities, refects the diversity o

our clients. In recent years these have

included Ernst & Young, Nokia, Acergy, NHS

Institute or Innovation and Improvement and

the Foreign & Commonwealth Oce. Our

expertise is ocused around:

organisations in transition and culture

change

leadership development

strategic talent management

strategy engagement.

Ashridge Consulting

10 +44 (0)1442 841380 | www.ashridgeconsulting.com


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As the war or the most talented people

intensies, successul organisations are

nding it necessary to develop a strategic

approach to talent. We work with our c lients

to help them select, deploy and develop the

people who can deliver a winning strategy

or the organisation. A coherent talent

management strategy is also key to ensuring

that being part o your organisation is seen

as a positive choice or existing and

prospective employees, and to dening your

organisations relationship with i ts employees

and their relationship with each other.

Ashridge Consulting believes the starting

point to creating a strategic approach to

talent management is a process o inquiry;

to raise clients awareness o both how talent

is currently managed and to what extent this

is serving the organisation and the individual

well. Talent management goes beyond HR

it is a dynamic set o interrelated processes.

Working in partnership with clients, we

explore how these can be reinvented andrenewed as the organisation changes.

As part o its strategy to retain customers

by improving their customer experience,

O2 selected Ashridge Consulting as its

partner to design and deliver an innovative

change project Better Place to Work.

This combined an inormal movement at

grass roots level that encouraged people to

experiment, with a more ormal high prole

change project based on Appreciative

Inquiry. Better Place to Work stimulated

immediate, empowered change

in oces, shops and call centres. It also

enabled people to model O2 brand values

in a People Promise inside the organisation

as compelling as the Customer Promise

outside.

Our people elt privileged to be involved

in a change process that was empowering,

stretching and genuinely transormational

or O2

Jo Macbeth

Employee Involvement Manager

O2

O2

We work with a variety o organisations to

build and sustain their talent management

rom both an organisational and individual

perspective through a range o activities:

Dening talent through strategic processes

and competency rameworks

Identiying talent through assessment

centres and recruitment processes

Managing, retaining and developing talent

through executive coaching, development

centres, psychometrics and 360 eedback

processes

Deploying talent through succession

and career planning.

The talent management cycle, when in

harmony with the organisations strategy,

is a virtuous circle that delivers improved

perormance against a balance

o measures.

Strategic talent management


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Facilitating strategy process at malt

producers Greencore Malt

Ashridge Consulting supported our senior

managers through an innovative and visual

process to challenge our thinking about our

changing global markets.

David Wilkes, Managing Director

Strategy coaching with global

healthcare research organisation

The Cochrane Collaboration

Ashridge Consulting is coaching our

executive team as we engage over 1000

people worldwide in a virtual conversation

to review our purpose, perormance and

uture direction.

Nick Royle, CEO

Pattern breaking at

NCH the childrens charity

We are busy engaging managers across

NCH in turning our strategic vision into

coherent local operational acti vity. AshridgeConsulting supported us in a series o

day-long sessions using keynote talks

and acilitated group-work to provoke

personal accountability or creating eective

strategic action.

Margaret Dillon, Deputy CEO

Traditional command and control

approaches to leadership cannot be relied

upon to deliver success in todays complex

and ast moving organisations. We

encourage leaders to refect careully on their

own behaviours, helping them to address

issues o power and authority and giving

them support throughout periods o change.

We also help them address the culture,

dynamics and patterns within their

organisations, to create an environment

or joint thinking and action.

Global organisations, acing increasing

pressure to protect our environment and cut

travel costs, possess a real strategic asset i

they can meet, think, work and learn virtually.

While most organisations are practising

virtual working, our research shows that it

remains a substantial challenge and, in some

cases, an unsatisactory experience or those

involved.

Based on in-depth ongoing research,

we adopt a highly fexible approach to:

enabling leaders to lead virtually

developing acilitators o virtual meetings

acilitating and developing acilitators o

virtual action learning (according to our

own virtual action learning model)

acilitating virtual strategic engagement

and change processes.

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Strategy brings coherence and purpose

to activities. Sometimes strategic thinking

and practice get stuck so that organisations

dont make the best use o their minds,

imaginations and collective know-how.

We wont do strategy or clients. Instead,

we work alongside them to make the right

strategic conversations happen. We design

and acilitate processes where better

questions and greater involvement lead to

new insights and better actions; where

choices and real commitment arise rom

more connected thinking.

Above all, its a process that engages more

o the organisation in delivering eective

strategy.

Strategy engagement Leadership, virtual leadershipand virtual working

``We oer three strategy interventions:

acilitating strategy process, strategy

coaching and pattern breaking

Philippa Hardman and Chris Nichols

Strategy Engagement Practice


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What we really appreciate is Ashridge Consultings

collaborative approach. They are real partners and walk the talk

in all their interaction with the participants. They combine real

awareness and responsiveness to individuals needs but

are really good at challenging in a supportive way

Peter Weidig

Director o the Haniel Akademie

Haniel Group

Haniel Group

Our group-wide international General Management

Programmes have been supporting and challenging

participants in their development rom unctional to

managerial roles within ever more strategically sensitive

contexts or ten years, identiying high potentials and

giving them an excellent platorm rom which they

can pursue their career across a range o businesses

within the Group.

The more recently launched Executive Management

Programme ocuses on team-based entrepreneurship

and has led to participants initiating a sustainability

agenda under the banner GreenHaniel. This is now

being considered by the Group Board and successive

groups o participants are engaged in developing

potential projects with sustainability as a key theme.

Ashridge InteraceRAISE is a unique joint

consultancy service created in 2008. It brings

together the experience and know-how o

global fooring company InteraceFLOR

pioneers in sustainable business practice

and ranked number one in Globescans

Survey o Sustainability Experts Worldwide

and our own skills in organisational change

and engagement.

Competition or limited material resources is

sending costs spiralling, and the prospect o

burgeoning environmental and ethical

legislation is pushing corporate responsibility

higher up the Boards agenda. Business

urgently needs to nd a way to develop a

more sustainable model or delivering

protable growth, by decoupling material and

energy consumption rom revenue

generation.

In addition to this consultancy service,

we oer a 2-day programme or senior

executives. The Business o Sustainabilityis

an intensive and action-oriented programmewhich explores the commercial opportunities

and challenges that sustainable practice can

bring to business (see page 25).

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The Business o Sustainability:Ashridge InteraceRAISE


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Executive coaching is playing an increasing

role in organisations change and

management development agendas. It is one

o the key approaches through which

leadership within complex organisations can

be developed.

Ashridge has a pool o over 60 coaches who

combine senior level business experience,

organisation consulting experience and

coaching expertise. They use a range o

sound psychological theories and proven

methods rom the elds o coaching,

counselling, psychotherapy and

organisational development. Every coaching

assignment is tailored to the needs o the

individual or organisation, with coaches

matched accordingly. Our executive

coaching oering is ocused around three

areas, in recognition o the dierent ways

that leaders work within organisations:

Executive coaching on an individual basis

Team coaching

Developing a coaching culture within

organisations.

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Executive Coaching

Individual executive coaching provides a

condential sounding board or senior

managers who want to address sensitive

issues such as their own leadership and

management style, or who can benet rom

support in acing key issues on their

business agenda. Some examples o our

coaching interventions are board level

coaching, rst 100 days coaching, transition

coaching, top talent coaching and senior

women coaching.

+44 (0)1442 841380 | www.ashridge.org.uk/coaching

Individual executive coaching


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Eective teams are vital to successul

organisations. Our coaches work with senior

teams to help them build eective working

relationships and understand the dynamics

within their team. The aim o this work is to

enable the team to hold higher quality

conversations. Out o good conversations

come good ideas, decisions and direction.

We use existing processes such as regular

meetings to help teams increase their

eectiveness. Using appreciative eedback

and observing everyday interactions, we can

help teams to understand how the way that

they operate helps and hinders eective

working.

Through these reviews, our coaches acilitate

the team in implementing change. We oten

combine this work with individual executive

coaching.

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One to one coaching is the best development.

Its eectiveness grows with your level o experience.

In an age o customisation, this is the ultimate tailored

solution or individual leadership development

Senior Executive

Vertu

It is our experience that the most successul

organisations are those that have the skills o

listening, enquiry and exploration embedded

in their culture. These skills are undamental

to being a good coach and part o our

mission as coaches is to help develop these

skills within client organisations. As experts in

coaching, culture and development we can

support organisations in embedding a

coaching culture. In organisations with a

coaching culture, leaders value their own

personal coaching, provide coaching supportto teams and develop managers coaching

skills throughout the organisation.

The Ashridge Coaching or Organisation

Consultants programme (see page 35) or

individuals seeking to develop their individual

coaching skills can also be tailored to the

requirements o an organisation. We design

tailored programmes to help develop the

undamental skills that managers need to

support their teams, and provide supervision

processes to support internal coaches andacilitate their ongoing learning.

Dr Erik de Haan

Director

Ashridge Centre or Coaching

Team coaching and development Developing a coaching culture

Ashridge Centreor Coaching

This centre or excellence in the eld o

executive coaching was created in 2006 to

consolidate and urther develop Ashridge

coaching in the UK and internationally.

The role o its Director, Erik de Haan, is to

ensure that Ashridge coaching continues

to be the best available, ully compliant

with the highest European standards.

The centre co-ordinates research into

coaching, in order continually to reresh

and develop our coaches approaches

and thinking. It also publishes a steady

stream o articles and books.

In our commitment to maintain and rai se

standards in the executive coaching

proession, Ashridge develops and

accredits coaches through the Coaching

or Organisation Consultants programme

(see page 35) and theAshridge Masters in

Executive Coaching(see page 17).

Our rigorous approach to accreditation is

complemented by the provision o both

individual and group supervision or both

Ashridge and external coaches.


16/25

You have to go into this programme with an

open mind and look upon it as a personal

growth and development opportunity, not

just a qualifcation. It challenged and

developed me in ways I least expected, and

its eect on my consulting practice is easily

as strong today as during the programme

two and three years ago. It has benefted my

practice immeasurably my clients are

delighted at my insight, my contribution and

the emergent changes in me as a person in

terms o how I consult. My boss says it is the

best Return on Investment she has received

in 30 years o management.

Trevor Hall

Vice-President, HR and Organisation

Hydro Aluminium Metal

Ashridge Masters in Organisation

Consulting (AMOC)

TheAshridge Masters in Organisation

Consulting (AMOC) is an MSc with a unique

combination o personal learning and

theoretical challenge. Equally valued by

external and internal consultants, change

agents and acilitators, its experiential

approach to learning is designed to build

upon participants existing consulting skills,

provoke sel refection and integrate new

learning into their practice right rom the

start. The programme starts in January

and is part time over two years, involvingnine 3-day workshops at Ashridge, a 5-day

workshop at Case Western Reserve

University in Cleveland, USA and

a nal dissertation.

Ashridge ConsultingMasters and Doctoral programmes...

AMOC enables participants to

make real changes in the way they

consult to organisations, through

a powerful mix of personal and

theoretical challenge

Kathleen King

Programme Director16


17/25

In 2007, Ashridge launched theAshridge

Masters in Executive Coaching (AMEC).

This is an MSc or consultants and coaches

who want to demonstrate that their executive

coaching is based on a sound oundation o

business experience, psychotherapeutical

and behavioural knowledge, and quantitative

research.

Participants draw on the expertise and

research o the Ashridge Centre or

Coaching. During the programme

participants are assessed to become

Ashridge accredited coaches.

Participants, who are typically organisation

consultants, internal consultants and

practising coaches, start their Masters

programme by undertaking the Coaching or

Organisation Consultants programme

(see page 35) and keeping a refective

learning log which draws on literature study

and their own practice as coaches. They

then embark on a second years learning,

comprising a urther our workshops,coaching supervision and an MSc thesis

based on real case studies.

TheAshridge Doctorate in Organisation

Consulting (ADOC) has been created or

consultants who want to develop their

consulting practice to an even higher level.

Through conducting a rigorous action inquiry

into their daily practice, participants develop

their refexivity. Participants and aculty work

together in workshops, masterclasses and

supervision groups, establishing a

community o practice and learning. Thus,

the individuals research will not only benet

their personal practice, but also contribute toa collective learning experience as well as to

the body o theory in the eld o organisation

consulting. The programme is part-time over

our years.

ADOC and AMOC participants work together

or the rst 18 months, undertaking the rst

ten workshops o AMOC, gaining a

grounding in the philosophy and theory

which inorm the programme. They can then

choose the Doctoral pathway (a urther 3

years), or to complete the Masters with adissertation (six months).

Ashridge Doctorate in Organisation

Consulting (ADOC)

Ashridge Masters in Executive

Coaching (AMEC)

17+44 (0)1442 841380 | www.ashridge.org.uk/qualifcations

...or consultants and coaches


18/25

18 +44 (0)1442 841483 | www.ashridge.org.uk/mba

Participants from the 2008 full-time MBA

Our ull-time MBA provides an integrated

approach to learning and is centred around

ve key themes: the global business

environment, managing the organisational lie

cycle, creating value, business in society and

leading change.

One o the reasons or the success o the

Ashridge MBA is its approach to learning

that emphasises practical application and

value to the business. Both MBAprogrammes give participants the

opportunity to put into practice all they have

learned via a live consulting project.

Participants work with a client organisation

or with their employer to deliver a major

strategic consulting assignment.

The Ashridge MBA also includes an

international study week, which is designed

to consolidate learning by giving participants

direct experience o the complex issues

aced by businesses in an emerging market.

Class sizes are small, which means

participants benet rom individual attention

and an interactive learning style. Ashridge

MBA students have rich and diverse

proessional backgrounds, which makes orone o the most experienced participant

cohorts in the business school world. Our

aculty have all been high achieving business

proessionals and many o them now consult

to organisations across the world.

The Ashridge MBA

In the eld o executive education, Ashridge

is consistently ranked as one o the worlds

leading business schools. For example, our

EMBA programme is placed in the top 10 in

the UK and our ull-time MBA is ranked in the

top 20 in the world. Ashridge is one o ewer

than 30 schools worldwide to achieve triple

accreditation rom AMBA, EQUIS and

AACSB the UK, European and American

accreditation bodies.Ashridge runs two MBA programmes; a

one-year ull-time MBA, which starts in

January, and a two-year EMBA programme,

which starts in September.


19/25

I chose Ashridge because I wanted to learn as much

rom the people around me as I would rom textbooks,

lectures and case studies, so the higher average age o

participants was obviously important. The emphasis on

soter skills development and the stunning learning

environment were also infuential in my decision to

choose Ashridge.

I am now coming to the end o my MBA, so looking back

over the past two years, the programme has been a real

catalyst or me in thinking about the wider business.

As a nance proessional, it is easy to ocus on the

nancial considerations in decision-making, but I now

nd mysel thinking about people actors, operational

impacts and the longer-term strategic consequenceso business decisions.

Louise Hancox

Head o Commercial Finance, UniChem Limited

(part o the Allianz-Boots Group)

EMBA 2006 2008

Dan Gray

Full-time MBA 2007

Its one thing to know youre an expert in your chosen

eld; its quite another to eel you can walk into almost

any business situation and add real value. Working at

Operating Board level with Sainsburys has given me

tremendous condence in my ability to cut it as a

consultant.

The AshridgeDiploma in GeneralManagement

The Diploma in General Management

provides practising managers with a fexible

route to achieving a post-graduate business

qualication. The fexibility comes rom

allowing each individual participant to

schedule their study workload to take into

account work and personal circumstances.

The Diploma is delivered via a combination

o Ashridge programmes (see page 23) and

sel-managed learning and takes up to three

years to complete. The Diploma is aimed at

managers with at least ve years

proessional experience and a demonstrable

career track record to date. It i s important

that participants are supported by their

employer, since many o the assessments

are work-related.

The syllabus covers eight areas: strategy and

general management, nance, marketing,

operations management, human resource

management, inormation systems

management, leadership, team work, and

personal skills development. Over the past13 years more than 200 managers have

registered on the Diploma rom a wide variety

o public, private and not-or-prot

organisations rom around the world.

Successul perormance on the Diploma can

serve as a stepping stone, leading onto the

second year o the Executive MBA.

19+44 (0)1442 8411133 | www.ashridge.org.uk/diploma

Having Dan work with us or his MBA project proved

immensely valuable. His MBA experience provided an

additional layer o rigour to our strategic creativity,

generating valuable insights or Sainsburys and a

methodology that SAS will continue to apply.

Kevin Keohane

Client Partner, SAS

(part o Publicis Consultants | UK)

For businesses looking to

recruit an MBA graduate intotheir organisation, Ashridge can

oer a pool o experienced and

talented individuals, who are

available or MBA projects

and/or permanent recruitment

positions. Dan Gray


20/25

Share our learning

You can access a wide range o books,

articles and conerence papers published by

Ashridge aculty through our website

www.ashridge.org.uk/publications.

Twice yearly, 360 the Ashridge Journal

reports our very latest thinking, while

Ashridge Consultings innovative practice

is captured in Converse.

In addition to our own research and

publications, the Learning Resource Centre

provides access to a vast range o lea rning

materials and inormation or programme

participants, Ashridge alumni and corporate

subscribers. Our proessional librarians are

on hand to make sure that you can nd what

you want as quickly and easily as possible,

and provide support in inormation retrieval.

20 +44 (0)1442 841170 | www.ashridge.org.uk/research

The London-basedAshridge Strategic

Management Centre helps large

organisations address strategic management

issues. Its directors are regular contributors

to a wide range o publications, including

Harvard Business Review, Long Range

Planning, Strategic Management Journaland

the Financial Times.

TheAshridge Centre or Business and

Society, through its research, consultancy

and partnerships, shares best practice and

helps organisations implement socially

responsible business practices.

TheAshridge Leadership Centre and

Ashridge Public Leadership Centre(page 9)

network with practitioners and researchers,

and conduct contract research on behal o

a range o organisations.

TheAshridge Centre or Coaching(page 15)

has a prolic publication record in both

academic and practitioner journals, and

regularly proles its research at conerences.

The Centre runs the Ashridge Masters in

Executive Coaching and Coaching or

Organisation Consultants programmes,

strongly inormed by the Centres research

into eective coaching practice.

There are two main strands o Ashridge

research. First, we explore subjects o

relevance to practising managers; we

respond to the challenges that organisations

are acing so that our research agenda

remains ocused and relevant. Secondly, we

research the processes o management

learning. This work eeds into the design o

our programmes and consultancy

engagements in order to provide clients with

the best learning and development

experience possible.

Research centres

Our six dedicated research centres are hubs

o expertise and intellectual capital

development, providing consulting services,

contract research and open programmes.

The Centre or Research in Executive

Development is our newest research centre.

Launched in early 2008, its mission is to

conduct research that improves executive

development through excellent learning

design. The Centre brings together a number

o existing research projects including work

on innovation, Return on Investment, learning

transer, evaluation and participative learning

and we are keen to collaborate on joint

research ventures with like-minded

individuals and organisations.

Research


21/25

Wherever they might be, Ashridge clients have the ability

to access our learning materials via the web or their

organisations Intranet by logging onto the Virtual

Learning Resource Centre (VLRC). This unique tool

harnesses Ashridges experience in management and

organisational development to deliver learning material to

the busy managers desktop 24/7. Current content

includes a series o over 60 Ashridge-written Learning

Guides on topics that include Emotional Intelligence,

Infuencing, Leadership, Managing Change and Talent

Management. Users also have access to over 300

in-depth book reviews and to a database o over 200business and management journals rom Inotrac.

Other content includes sector and country inormation

and access to e-books rom the Management

Pocketbookrange. New content is added each month,

driven by the needs o Ashridges clients and keeping

subscribers up to date with the very latest in

management thinking and techniques.

Over 200 private and public sector organisations

currently subscribe to the VLRC including FTSE 100

listed companies and global corporations. For many o

these we have developed customised websites

refecting the organisations own corporate identity.

These provide access to learning materials mapped to

their competencies and include Ashridge materials on

management and leadership. A learning portal like

this has been developed or one o the worlds largest

airlines easyJet.

Ashridge Psychometric Services (APS)

bring together a wide range o

questionnaires, inventories, personality

tools and 360 instruments to assist

programme participants and organisations

to develop, build and implement tailored

competency and behaviour rameworks.

One o the 360 instruments, created

in-house and used by a wide range o

Ashridge programmes and clients, is the

Ashridge Inventory o Management Skills

(AIMS) an online competency basedinstrument. AIMS can also be tailored to an

organisations own competency ramework,

used as a stand alone eedback document

or in conjunction with other psychometric

instruments such as personality

questionnaires. It is invaluable as a

coaching tool or or other i normal

development approaches and can be

used to provide specic eedback to

individuals to enable them to tailor their

learning experiences. APS can supply

and score 360 reports and other

psychometric instruments, as well as

accrediting organisations to run their own

eedback sessions.

+44(0)1442 841030

www.ashridge.org.uk/psychometrics

easyJet Learning

21

Blended learning

+44 (0)1442 841487 | www.ashridge.org.uk/vlrc

Tailoring the VLRC allowed us to make a tailored ft

with the easyJet look and eel. At the same time it

highlights values and behaviours relevant to easyJets

needs and requirements and encourages sel

development within the organisationRegan Bunny

Training and Development Consultant

easyJet

The learning portal developed by

Ashridge or easyJet allows the entire

easyJet workorce, rom cabin crew to

administration, access to resources

necessary or their personal

development.

To achieve this, Ashridge worked closely

with easyJet to understand the company

vision and tailor the online resources and

content to be specic and relevant to

easyJets competencies and values.

As well as linking to relevant online

content, a set o easyJet training courses

was also incorporated into the website.

Regan Bunny comments: We are making

use o the VLRCs resources as a valuable

addition to our existing learning material.

We are also working with Ashridge on

adding more bespoke content specic to

our industry and look orward to

increasing the online resources as the

Ashridge technology develops.

The VLRC team also played a signicant

role in the successul launch and

integration o easyJet learning which has

now become the starting point or all

easyJet training and development activity.

Psychometrics


22/25

Open enrolment programmes 2009

Ashridge has a portolio o open enrolment programmes that

will deepen your knowledge, broaden your horizons, hone your

skills and boost your condence. You will not only meet your

learning goals but also gain insights into yoursel, your

business and your environment.

Our aculty

Our programme directors and aculty are actively involved in

their areas o expertise, regularly working as consultants at the

sharp end o business. They will welcome you to Ashridge as a

peer, not a pupil. They also know how to ensure that you get

the maximum return on your investment and experience a real

dierence in your working lie.

Our participants

On any programme you will meet people rom a diverse range

o organisations and countries, allowing you to benchmark

yoursel and your organisation. You will orm valuable

relationships that oten continue beyond the programme. You

will be able to immerse yoursel ully in the learning experience,thanks to Ashridges world-renowned location and acilities.

You will also be entitled to all the continuing networking

opportunities and benets enjoyed by Ashridge alumni.

Our learning philosophy and style

The Ashridge style is interactive, pragmatic and highly

participatory. Rather than tell you all the answers to every

challenge you are likely to ace in your career, we equip you to

ask the right questions that will lead you to the best quality

answers. We are passionate about our highly interactive

approach to learning and development and or this reason our

group sizes are intentionally small, typically 12-30 participants.

This gives you the opportunity to individualise your learning,

oten including one-to-one discussions with the aculty team

on your own specic development objectives. You may begin

your programme even beore you come to Ashridge, perhaps

with pre-work or an initial discussion with your coach, and it

may even continue ater you leave.

Ashridge programmes are careully designed to accommodate

all styles o learning and they are all underpinned by the same

learning philosophy; that people learn best when they are

actively involved in their own development. You will have many

opportunities to hear tutors latest thinking or best practice, but

you are not a passive spectator. You may take part incomputer-based business simulations and role play exercises

so that you practise your new skills and experiment with new

ideas. Other programmes involve live cases where you will act

as a business consultant to an organisation with real issues to

solve. On some programmes you will take part in outdoor

learning exercises to provide you with rst hand experience o

working eectively in high perorming teams.

Our new ideas

Ashridge is always at the oreront o innovation. For 2009

we have a range o one-day events and other innovative

development activities. These are designed as short learning

experiences on topics at the top o your agenda. Full details

will be announced on the Ashridge website and in regularprogramme updates.

Our invitation to you

People tell us they think o Ashridge as their personal business

school: a place to learn, refect and even unwind, hosted by a

committed team and backed up with impressive learning and

leisure resources. Our team o programme co-ordinators and

aculty are always ready and happy to help, and while you will

nd ull details o all Ashridge open enrolment programmes on

our website, we will be delighted to help you think through your

specic requirements so please give us a call.

At Ashridge or away

Do you have a group o managers who would benet

rom attending the same programme? I so, Ashridge is able

to deliver most open programmes specically or your

organisation. The programmes can be held at Ashridge or

at another venue o your choosing. Just ask us!

Our open programmes are the next natural step

in your professional development.

22 BOOKING AND INFORMATION HOTLINE +44 (0)1442 841026 | www.ashridge.org.uk/open


23/25

Ashridge is an unparalleled place to study

and learn. The superb setting, dedicated

support and personal approach to learning

make it a truly lie changing experience

Brett Joyal

MBA 2007

Senior Consultant, Financial Services, Deloitte

38


24/25

Ashridges splendour is breathtaking.

Approached through acres o National Trust

parkland, the magnicent neo-Gothic house,

with its chapel spire, turrets and towers,

stands amidst rolling lawns, beautiul fower

beds and rose and herb gardens.

In addition to the wonderul environment,

the quality and variety o ood prepared by

award winning ches is legendary. It is not

surprising that Ashridge is also one o the

countrys most sought ater conerence and

wedding venues as well as a world class

business school.

The Ashridge experience

Despite the grandeur, there is something

highly personal about Ashridge. Whether at

the reception desk, in the dining rooms or in

the state o the a rt teaching rooms, individual

needs, comort and convenience are o the

highest priority.

People who come to Ashridge

rarely come here just once.

Come and experience the

Ashridge difference.

39

z


25/25

Ashridge works globally rom its base located 50 kilometres north-west o London,

near Berkhamsted in Hertordshire, within easy reach o Londons our international airports:

Heathrow, Gatwick, Luton and Stansted; and the main rail and motorway networks.

A detailed map and directions can be downloaded rom www.ashridge.org.uk/map

design|www.redsky.b

iz

Ashridges internationaloces are located in:

BeneluxEmail: [email protected]

Central and Eastern Europe

Email: [email protected]

ChinaEmail: [email protected]

DenmarkEmail: [email protected]

GermanyEmail: [email protected]

IndiaEmail: [email protected]

Middle EastEmail: [email protected]

NorwayEmail: [email protected]

SwedenEmail: [email protected]

TurkeyEmail: [email protected]

Other regionsEmail: [email protected]

Ashridge

Berkhamsted

Hertordshire HP4 1NS

United Kingdom

Tel: +44 (0)1442 843491

Fax: +44 (0)1442 841209

www.ashridge.org.uk

Registered as Ashridge (Bonar Law Memorial) Trust

Charity number 311096.

www.ashridge.org.uk

Documents

Ashridge Corporate Brochure