Ashridge Consulting

Guy gained early experiences across countries and organisations. For example, working as a senior OD manager in an engineering company, deputy manager in the Tel- Aviv Marina, and conducting research as an organisational psychologist on the impact of stress and culture on the performance and well being of airline pilots.

Since joining Ashridge in 1998, he has had a particular interest in working with complex, large, international systems to facilitate organisational change. Some of his current clients include: Pfizer, Haniel, Reuters, Ofgem, Brady Corporation, Sericol/Fuji, World Health Organisation (WHO) and Westminster PCT. A project for a major teaching hospital in London was in support of facilitating strategy development. This included bringing a wide range of people together from different levels of the organisation to think through the current context and to agree next steps on how to increase overall communication and performance.

Guy is currently an assessor on the Ashridge Coaching Accreditation programme and a member of the faculty of the Ashridge Masters in Organisation Consulting.

• Design of talent management systems
• Leadership development for senior managers
• Deriving and working with competencies
• Designing and running of assessment for development centres – especially for very senior people
• Working with multi–cultural teams
• Conflict resolution
• Action Learning and coaching

Guy is particularly interested in the area of entrepreneurial leadership. Currently, he is involved in the design and delivery of an eighteen–month entrepreneurial leadership programme for a major international German conglomerate.

Recently, Guy led research commissioned by the NHS (British National Health Service) into talent management, part of which involved looking at best practice in other sectors including private/public organisations in a variety of settings and industries, including Nokia, Ford, Biesedorf and the BBC.

Guy has published ten articles in the areas of organisational consulting and the role of emotions at work and has completed doctoral research into the ‘Theory of Constraints’ as a vehicle for achieving sustainable organisational change.