This is the gist of what we do really. Large-scale organisational development programmes to complement business critical transformations. We work alongside your strategic decision makers to identify the best way forward and then work along the journey with your executives to implement it across the organisation. A systemic, scientific, truly transformational approach for one or more departments, geographical units or global teams that works because it goes to the heart of it all: humans and their intricate behaviours at work. Because whatever you are trying to achieve, you will need to go via people. And people are the most difficult to manage resource especially in current market conditions with shortage of talent and ever changing environments.
At the Executive Lounge we see the CEO and her Executive Committee as the paternalistic architects whose duty is to challenge and build environments that promote the organisational objectives and enhance the collective capabilities of people across the board as both individuals and team systems.  Understanding the drivers of people across the 3 organisational behaviour levels and aligning them with the organisational vision and mission is the key to success. With the added element of dynamic inbuilt change to suit an ever changing world where people in organisations need to sense and respond to change faster than change itself.

The three traditional critical starting points are:

  • Vision = what are you aspiring to
  • Culture  = the way you do things around here
  • Strategy = the direction we are taking to achieve this

We have built a quite sophisticated decision tree to identify how we could best add value to your organisational challenge.

Dimension 1 _ Strategic Outlook – Stakeholder management

  • Investors ‘relations- PE/VC/IPOs
  • Family/ Owner agendas – Family business
  • Entrepreneurs & personality
  • CEO/ Executive committee
  • Type of Organisational Structure


Dimension 2 _ Catchment area / business type / industry position

  • Global company
  • Regional company
  • National company
  • Private sector
  • Partnerships
  • Public sector
  • NGOs
  • Trusts and Foundations
  • Charities


Dimension 3 _ Organisational Challenge
Across the third dimension of the matrix and the heart of programme design lies the challenge, the gist of what you are trying to achieve in the context of your industry and organisational life cycle. We have included below a table to capture the challenges we have already seen our clients fo through and to which we have assisted with our expert programmes.

Examples of programmes designed to meet your organisational challenge
1.    Rapid growth The new people/ existing people conundrum. Organising for growth across geographies, alignment, culture, integrated development and pointing all noses across the hierarchy to the same direction. Cross-sectional executive development programmes to boost alignment. Talent management for growth
2.    Mergers and Acquisitions Audit cultures and choose the one that works in the short and long-term. Persuasion campaigns to support the new strategy. Manage morale and maintaining/develop greatness. Cross-sectional executive development programmes to boost alignment. Talent management for growth
3.    Re-structuring for Efficiency Design and implement new ways of working that promote the new structure / more integrated model ‘ break-down silos, mend broken/bruised egos, architect winning environments.
4.    Downsizing Align senior executives along key priorities. Fine tune communication and planning to prepare people for the new situation. Run the persuasion campaign. Maintain morale while implementing staff reduction
5.    Turnarounds Managing the entrepreneur and Senior management team, shifting the gear and the direction to achieve new challenges. Organising jobs to suit new objective, run persuasion campaign to include executive development for success.
6.    PE/ VC backing Entrepreneur coaching / steering towards new direction. Minimise disruption and friction between PE people and the entrepreneur plus his team. Talent management for growth.
7.    Change of focus, new markets and change in priorities Strategic alignment of executive committee and priorities clarification so that all noses point to the same direction. Executive development programmes, cross sectional focus & talent management programmes to support change