increasing sales of pharmaceutical products by 17% and bringing the team in question from the bottom to the top of the company sales league table
Pascale, Sternin & Sternin, (2010) the Power of Positive Deviance, Harvard Business Press
The group helps their peers to try the better ways of doing things – acting their way into a new way of thinking. This is sustained by measuring progress and feeding back the results – which reinforces the new behaviours. This is the sharing and
In 1990 Jane and Nick Lewis founded Woodward Lewis LLP to deliver strategic, practical change and performance improvement. They and the team helped many organisations – large and small – in both the private and public sectors to improve performance through their people. We learned that building on strengths and successes is the best way to engage and motivate people.
We are also connected to other positive deviance practitioner networks in Europe and worldwide. These include Monique Sternin and Tufts University, the European Positive Deviance Collaborative, and Professor Arvind Singhal’s
More recently he has led change programmes at board level. He has acted as interim Finance Director of the Design Council, the Equality and Human Rights Commission and NACRO.
Angela has been working in the field of organisational change over the last 20 years. An experienced Chief Executive and Company Director, creator, through dynamic cultural change, of award winning organisations. A professional background in management, personnel, marketing and research, is balanced with the ability to think outside of the box and enthuse others to challenge the status quo.
She has built on her background of performance management and improvement, delivering practical wins such as Recognised for Excellence (R4E) accreditation, and helping diverse and creative groups to work together to deliver real results.
Audrey is a Restorative Justice Facilitator, working with offenders to make amends to their victims for the harm caused. Audrey is also a Restorative Service Quality Mark assessor, assessing organisations who provide restorative services for the nationally accredited quality mark.
Bernie has developed award-winning organisational development activities during a long and successful career with Marks and Spencer. As a consultant, she has experience of both field and consultancy roles, covering the public and private sectors. An accomplished practitioner, with an excellent record of achievement, Bernie now uses the FIRO framework extensively for coaching and personal development. Adaptable and organised with strong interpersonal and project management skills, Bernie is accustomed to working in both a fast paced commercial environment and with the complexities of the public sector. In addition to teaching “real world” project management, Bernie supports Hidden Insights project participants to develop personal awareness and helps with programme and training design.
Jenni has helped many organisations to identify and account for how they make a difference; analysing stories, measuring outcomes and modelling financial implications. She started her career in capital investment programme management in a FTSE 100 company and has since gained over 10 years experience of informing and evolving decision making in the public and third sectors. This has included working with the Cabinet Office, National Audit Office and Department of Health. She has delivered many social impact studies for charities and public sector clients, and consults to local authorities to develop whole systems commissioning practice. She also brings knowledge of a range of action research approaches from her MSc in Responsibility and Business Practice at University of Bath.
Tony is energised by working with teams and individuals, helping them to optimise performance in order to deliver their goals. He is able to release energy in clients by working in ways that are highly interactive and engaging.
He worked for GlaxoSmithKline (GSK) for 12 years, latterly as Head of Performance Management for Supply Chain Transformation and supported business improvement across a programme impacting 27,000 people. Prior to this, Tony worked as the Transformation Lead for GSK UK where headed up GSK’s ground breaking Accelerated Delivery Programme. These roles involved building in managers’ and senior leaders’ capabilities associated with organisational change and disciplined execution. Over the course of a career spanning 20 years in the pharmaceutical industry, he successfully delivered a myriad of projects varying in complexity, ranging from R&D, Commercial and Manufacturing.
Since leaving GSK he helps organisations, teams and individuals deviate from the ‘norm’ to become outstanding amongst their peers. The formula for doing this is a simple one that involves building capability in the most accessible elements of Project Management, Organisation Development and Lean. His approach to delivering sustainable change draws heavily on strength based methodologies (e.g. Positive Deviance, Solution Focus, Appreciative Enquiry).
Kate works creatively with partners for collaborative advantage; and achieves results through building effective communities of practice and strong personal relationships. Kate’s previous senior learning and development roles include Save the Children, where she was part of the senior management team that developed the DfID business case for its new start-up, Humanitarian Leadership Academy, securing £20million of funding. She was a key architect in the development of global learning strategy for the Academy involving consultation sector-wide in Europe, Africa and Asia She worked in partnership with key stakeholders around the globe to achieve consensus on global approach, whilst enabling localisation and contextualisation on the ground. Kate was a member of the ELRHA (Enhancing Learning and Research in Humanitarian Assistance) Working Group that developed the Humanitarian Passport Initiative to set up a global, sector-wide competency based framework and pathways for professional development for humanitarian workers. Previous strategic learning roles in the humanitarian sector, social care and higher education.
