Mookherjee, D., and Moncrieff, J. (2015) 'Senior Management Development'. In Hind, P. (Ed) Management Development That Works, Libri Publishing Ltd.
This research focused on understanding how senior managers perceive and respond to risk, both in principle and in practice. The research aimed to provide clarity for managers around good and bad practice, and to offer evidence based approach that recognises the complexity of risk for managers.
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West, T., MacAlister, J., Mookherjee, D. and Brown, M. (2014) Working with Risk. In practice and in principle: Lessons from the field. Ashridge report.
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West, T. & Mookherjee, D. (2014) Working with risk in practice and in principle: Lessons from the field. 360 The Ashridge Journal, Winter 2014-15
Mookherjee, D., & West, T. (2013) So what do Strategy Practitioners actually do? 360 The Ashridge Journal, Spring 2013
Working with clients to develop the strategic capability of leading high potentials, James Moncrieff and Dev Mookherjee have evolved an approach centred around the client's 'live strategic case'. Underpinned by Ashridge research into the development of strategic leaders, the Live Case Method has proven to be an ideal way of providing intellectual and emotional stretch and challenge within a highly relevant context.
Moncrieff, J. & Mookherjee, D. (2012) The live case method for the development of senior leaders, 360° The Ashridge Journal, Spring
Davies,P, Pruyne, E. & Mookherjee, D. (2009) A Strategy Programme Learning Assessment, Research Report for a UK department
Markel International is the UK-based franchise of Markel Corporation, a global insurer headquartered in Virginia. Following two years of tight post-acquisition commercial progress, the management team wanted to engage as far as possible the imagination and strategic capabilities of all 400 members of the UK firm in the next stage of the shaping of their shared future. Ashridge Consulting started to work with Markel International to support an organisation-wide strategic conversation. This is still work in progress, but we would like to tell the story of the thinking and preparation that went into embarking on this large scale conversation - and share some of our mutual learning from that process.
Nichols, C. & Mookherjee, D. (2007) Starting a Participative Strategic Conversation at Markel International, Converse, Issue 5, pp,.14 - 17
This article argues that future competitive advantage for UK retail banks will only be achieved through the organisation's culture - such that everyone who works for a bank will truly care about their customers and offer discretionary effort that goes beyond that required to fulfil the frameworks, systems and structures in place.
Shepherd, P. and Mookherjee, D. (2007) Banks have what it takes, Financial World (Online)