HR & OD Specialists
These Programs and workshops have been designed to help Human Resource Managers and Organisational Development Managers make change within their organisations.
They are likely to appeal to HR & OD Managers who:
Personal benefits:
The personal benefits of these Programs include:Ready-made products so you can run workshops without developing the content and process from scratch
Organisational benefits
The organisational benefits of these Programs include:
We recommend you start with the free Diagnostics Product and identify what initiatives are likely to be most useful.
They are likely to appeal to HR & OD Managers who:
- What their organisation to be far more successful
- Believes their people are capable of far more than they current contribute but is not sure how to liberate this potential
- Would like their people, from top to bottom, to think about the organisation like you do
- Are open to new ways of thinking and new concepts
- Believe that doing business in a better way can be positive for the planet - more open, living, bottom-up, without silos and unnecessary bureaucracy.
Personal benefits:
The personal benefits of these Programs include:Ready-made products so you can run workshops without developing the content and process from scratch
- More time to work with managers from other Business Units
- More time to do HR and OD work
- Lower risk as all products are tested and guaranteed to work
- Brand the material as your own if desired.
Organisational benefits
The organisational benefits of these Programs include:
- Happier more cooperative staff
- Reduced staff-turnover
- Better communications
- Reduction in silos and political in-fighting
- Staff empowerment, releasing managers to focus on strategy and creating great workplaces.
We recommend you start with the free Diagnostics Product and identify what initiatives are likely to be most useful.
Bruce Holland's story
Before becoming a business consultant in 1992, Bruce Holland was the Group Strategic Planning Manager at the Bank of New Zealand.
In this role I was responsible for the Bank's architecture, strategy and Implementation.
Bruce was also part of a small number of senior managers who led the bank through New Zealand’s largest cultural change process, called the ‘Blue Print Process’, involving 6,500 people in 350 branches. Our consultants were Booz Allen. The processes used in the Customer Intimate Program have been developed from this experience and over 25 years experience in consulting with hundreds of private and public organisations in New Zealand and internationally.
In this role I was responsible for the Bank's architecture, strategy and Implementation.
Bruce was also part of a small number of senior managers who led the bank through New Zealand’s largest cultural change process, called the ‘Blue Print Process’, involving 6,500 people in 350 branches. Our consultants were Booz Allen. The processes used in the Customer Intimate Program have been developed from this experience and over 25 years experience in consulting with hundreds of private and public organisations in New Zealand and internationally.