Philippa Hardman

Philippa Hardman

Publications

Engage - the secret to strategy success

'Engagement' is the new buzzword: employee engagement, community engagement, stakeholder engagement. But what does engagement mean in relation to strategy, and is it more than just a fad and fashion? Is there really something important here? Hardman, P. & Nichols, C. (2011) Engage - the secret to strategy success, HR Magazine Most Influential, September, www.hrmostinfluential.co.uk.
http://www.hrmostinfluential.co.uk/research/engage--the-secret-to-strategy-success

Hardman, P. & Nichols, C. (2011) Engage - the secret to strategy success, HR Magazine Most Influential, September

Engagement: What it's all about

'Engagement' is the new Buzzword: employee engagement, community engagement, stakeholder engagement. But what does engagement mean in relation to strategy, and is it more than just a fad and fashion? Is there really something important here?

Hardman, P. & Nichols, C. (2011) Engagement: What it's all about, in Whitehead, J. (ed.) , What you need to know about strategy, Capstone, Chapter 8, April ISBN978 0 857 08101 8

Executive coaching outcome research: the predictive value of common factors such as relationship, personality match and self-efficiency

Duckworth, A., de Haan, E., Birch, D., Hardman, P. & Jones, C. (2010) Executive coaching outcome research: the predictive value of common factors such as relationship, personality match and self-efficiency, Ashridge Report, ISBN 978 090 3542807

Governance Choices for Growth at GJE

Philippa Hardman describes her work with leading Patent Attorneys Gill Jennings and Every LLP

Hardman, P. (2010) Governance Choices for Growth at GJE, Converse, Issue 7, p. 27

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Stepping lightly into strategic collaboration

In this article, Philippa Hardman and Chris Nichols, co-leaders of the Ashridge Consulting Strategy Engagement Practice, talk about how they supported the leadership of global healthcare charity The Cochrane Collaboration, to engage over two thousand people in a conversation about choices for the future of the organisation.

Hardman, P. & Nichols, C. (2009) Stepping lightly into strategic collaboration, Converse, Issue 6, pp. 31 - 33, April

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Surviving turbulence: the creative brilliance of crowds

In harsh economic times, according to business mythology, senior leaders need to know the right path; to show the steady hand of experience. They need to get back to basics. Nothing, in our view, could be further from the truth. The urge to run for the seclusion of the boardroom is dangerous. Something far more demanding is called for. In our experience, fully engaged participation offers the most potent way to build on the collective intelligence and insight of all your staff whilst at the same time securing the ownership you need to allow difficult decisions to be made and implemented effectively.

Nichols, C. & Hardman, P. (2009) Surviving turbulence: the creative brilliance of crowds, Converse, Issue 6, pp. 12 - 13, April

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