Dev Mookherjee

BA (Hons), MSc, MBA, FCMI

Dev Mookherjee is a Business Director at Ashridge. He facilitates, teaches and researches in the areas of strategy engagement, organisation design and leadership. His current areas of research include the ‘activities of the strategist’ and ‘working with risk’. Dev’s clients include Royal Bank of Scotland, Mann+Hummel, UK Foreign & Commonwealth Office, Nilfisk Advance and the SEB Wallenberg Institute. Earlier in his career at Ashridge, Dev was a business development director and leadership team member responsible for developing the consulting business.

Before joining Ashridge Dev worked in a number of business development and strategy roles for Cendant Corporation, Edexcel, Euromonitor and a division of Ticketmaster.

Dev graduated with an MSc in Japanese Studies (with Distinction) from Stirling University, an MBA from Henley Management College and an MSc in Organisation Consulting at Ashridge. He is a Fellow of the Chartered Management Institute.

Dev Mookherjee

Publications

Senior Management Development

Mookherjee, D., and Moncrieff, J. (2015) 'Senior Management Development'. In Hind, P. (Ed) Management Development That Works, Libri Publishing Ltd.

Working with risk in practice and in principle: Lessons from the field

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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

Working with Risk In practice and in principle: Lessons from the field

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.

So what do Strategy Practitioners actually do?

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Mookherjee, D., & West, T. (2013) So what do Strategy Practitioners actually do? 360 The Ashridge Journal, Spring 2013

The live case method for the development of senior leaders

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

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A Strategy Programme Learning Assessment

Davies,P, Pruyne, E. & Mookherjee, D. (2009) A Strategy Programme Learning Assessment, Research Report for a UK department

Starting a Participative Strategic Conversation at Markel International

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

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Banks have what it takes

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)