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    We transform the way people work together


    Case Studies

    CMA Recruitment Group


    Over the previous 24 months, there had been considerable changes at the top of the organisation.  Chairman and Founder Peter Clarke had started the process of handing over the reins to a young and experienced Executive Board; his son, Nick, had joined the company at Board level having trained in the financial services sector with EY, Barclays Capital and the Blackstone Group; new appointments had been made to the wider leadership team.

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    David Jenkins was appointed his first headship as Head of Ysgol Ty Coch, a school catering for children with severe learning difficulties and those with Autistic Spectrum Disorders, in the spring term of 2014-2015. Naturally, David wanted to hit the ground running with the staff and start both the role and academic year with a bang. He set two INSET days for early January, giving himself a fighting chance of familiarising himself with the school.

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    Over a 12 month period, all directors of the University had been doing a lot of work around developing integrated
    customer focused services, however there were areas needing development on a more human level to allow the whole of the senior team and HR department to shine as they knew they could.

    (Full case study on its way)




    The LSC Bournemouth, Dorset & Poole was responsible for funding and planning education and training for over 14-year-olds in the region. Its 45 employees were split between 3 Directorates – Planning & Performance, Learning and Skills for Business. The office was part of a national network of 48 offices with an annual budget of £7.5bn with tough Government targets for raising participation in structured learning, education and training.

    The organisation had recently come near the bottom of a national LSC employee engagement survey entitled ‘Learning From You’.

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    Ashwoods Automotive, an innovative Exeter based company of 25 people best known for its hybrid drive technology, had grown quickly over recent years. In one year, their turnover was up 75% and they had launched two new products. The pace of change, however, had caused its own set of problems – little sense of unity at the top, a lack of clarity around individual performance expectations, a silo mentality between departments and little effective communication top-down, bottom-up, or team to team.

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    The senior leadership team at Fareham College fully understands the need to invest in developing its own capability in order to support the College mission and achieve some very challenging targets.

    Most of the team members were familiar with the Discovery Model having been profiled for the first time in 2011. Having gained a great deal of value from the profiles and subsequent management development programme the SLT took the decision to profile the entire College.

    This solid understanding of how the Discovery Model can bring about tangible behavioural improvements led quite naturally to the next stage of SLT team development which was to use a 360 approach to gain further insights into the current make up, strengths and potential development areas of the team. The timing seemed right for this given recent changes to some key roles, the introduction of a new senior leader and a good deal of pressure to achieve stretching targets.

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    Trunki was the brainchild of designer Rob Law. Since they started trading in May 2006 they’ve gone on to sell 1.8 million of their much loved ride-on suitcases across 97 countries worldwide.

    For the fact-happy out there, you might recognise the name from one of the most-watched episodes of Dragon’s Den, where Rob, alongside his business partners Trixie and Terrance, got grilled rather dramatically by the Dragons… Duncan Bannantyne and Peter Jones have since admitted on TV that they regret not investing!

    (Full case study on its way)



    The Colour Works was founded in 2003 in Bournemouth and grew quickly, taking on a number of associates from a variety of different backgrounds and spread around the country to deliver its learning and development solutions to its clients.

    But how can a “hub and spoke” model, with hugely talented and fiercely independent professional associates, become an interdependent team, motivated by a common vision, set of values and goal?

    The Answer was to run our own diagnostic – the Team Performance Indicator (TPI) – on ourselves to highlight critical elements of team-working in need of attention.

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