Ashridge Consulting - Our approach

We believe that sustainable change can only be achieved through a genuine understanding of the real issues facing organisations. We consult by working collaboratively with our clients, involving them in creating and developing a participative process to bring about real change.

Ashridge's consultancy practice is based on the view that organisations are not 'things' which can be known objectively by detached observers. We see organisations as social processes in which everyone, including consultants, is a participant. Hence we focus on how people interact, the forms which conversations take, the emergent patterns and dynamics and the interplay of persistence and change. We engage with our clients in a process of inquiry; we help leaders articulate and convey their strategic intentions; and we encourage staff to take initiatives and help organisations mobilise their innovative potential. This will involve challenging some of the constraints, such as routine and habitual ways of working, or unexamined rules and assumptions, or excessive power differentials which inhibit the emergence of creative experimentation and induce risk aversion.

Our consultancy ‘expertise’ lies in working with the social processes in an organisation rather than in imposing pre-formed methods and solutions on the organisation.

For an example of the impact our work with clients watch our client podcasts below:

• Pavica Barr, Head of Change and Engagement, BT Global Services
• Frank Knau, Executive Vice President, Egmont Kids Media
• Karin Wierinck, VP HR & C International Operations, Novo Nordisk
• Iain Goodman, European L&D Leader, Human Resources W.L. Gore

Noticing what is really going on through Inquiry.

Participating in Action Learning groups for profound impact.

Using Facilitation to enable real and sometimes difficult conversations.

Taking an Appreciative inquiry stance to amplify the best of what is.

Working wtih the whole organisation through Large group events.

Virtual working as an effective response to the realities of organisational life.