--> Enhancing expert as leader capability and impact​ - Davies

Enhancing expert as leader capability and impact​

A Global Bank, who wanted to enhance and leverage the impact of senior experts from across the enterprise, unlocking performance potential

The challenge

A Global Bank, who wanted to enhance and leverage the impact of senior experts from across the enterprise, unlocking performance potential. Predominantly focused on senior global talent, who can engage, influence, and collaborate to create greater synergies, innovation, and significant cost efficiencies.

Our solution

A 6-month blended learning programme, focused on the researched and proven ‘Expert as Leader’ capability requirements delivered bi-annually with a steady pipeline of senior expert talent being selected from across the globe providing:​

  • Increased thought leadership, innovation, and best practice to remain resilient and sustainable against competitors and customer needs​
  • A global community of experts as leaders who have developed relationships and increased networks for sharing expertise, knowledge, and insights​
  • A pipeline of talent ready for progression into critical senior expert leadership roles​
  • Greater influence and impact with operational business leaders to share expertise and knowledge​
  • Knowledge retention, enhanced team capability, and accountability through coaching, mentoring, and on-going talent development

Our impact

  • A global talent development programme to leverage senior experts as leaders​
  • Greater influence and impact on creating operational business value and performance​
  • A community of senior experts who work transversally to deliver results​
  • Leaders who leverage their expertise and thought leadership to bring innovative, leading-edge solutions to business challenges​

Meet our specialists

Mark Brotherwood

View full profile

Explore more case studies

People & Organisational Performance

Enhancing change leadership & change capability​

A Global Bank needed to drive forward significant digital transformation within Operations and progress was slow.

People & Organisational Performance

Developing engineers across their whole career​

The organisation had talent capability gaps & retention issues in both technical and behavioural areas.

People & Organisational Performance

Blended onboarding journey​

A major retailer needed to address the challenge of a large volume of their Technical Processes being centrally owned with information retained ‘in the heads’ of certain key employees.