×
Sustainability

Set the agenda using UNs 17 goals and turn them into a competitive advantage.

Read more

 

 

Digital Transformation

New technology demands a new style of leadership. Everybody is talking about Digital Transformation.

Click here and start your transformation

Clients and cases

We are dedicated to developing the capabilities of people and organisations.
Meet our clients and learn about their successes.

We deliver worldwide

With offices in London, Copenhagen, Malmö and Aarhus, as well as a network of 300+ consultants, Mannaz can deliver worldwide.

Read more

Nathan Hobbs Director, Client Solutions

+44 796 288 1445
nho@mannaz.com

Terri McBride Vice President

+44 794 469 3186
tmc@mannaz.com

Paul Frederick Blackhurst Client Director

+44 759 527 5952
pbl@mannaz.com

Christine Dandy Client Director

+44 783 402 2486
cda@mannaz.com

Stuart Schofield Client Director

+44 7990 036110
ssc@mannaz.com

Mette Skøt Senior Vice President

+45 8188 1077
msk@mannaz.com

Lars Østerby Client Director

+45 5139 6221
los@mannaz.com

Thomas Peter Rønholt Client Director

+45 5139 6257
tpr@mannaz.com

Anette Forsner-Hansen Client Director

+45 2087 1199
afh@mannaz.com

Søren Blem Bach Senior Consultant

+45 2989 3734
sbb@mannaz.com

Berit Kristine Bøggild Client Director

+45 2295 0151
bkb@mannaz.com

Michael Frederik Ellekjær Client Director / Business Development Director

+45 5140 8231
mfe@mannaz.com

Dorthe Steen Vice President, Consulting Nordic

+45 5139 6031
dst@mannaz.com

Martin Bo Nielsen Senior Consultant

+45 8192 5343
mni@mannaz.com

Henrik Bjerregaard Nielsen Client Director

+45 5139 6259
hbn@mannaz.com

Magnus Ramdén Senior Consultant

+46 735 01 63 21
mra@mannaz.com

Joakim Eriksson Client Director

+46 735 286 071
jer@mannaz.com

Bjarke Østergaard Client Director

+45 4166 8864
bos@mannaz.com

×
London

3 Queen Square, Bloomsbury
London, WC1N 3AR
United Kingdom

+44 (0)203 119 1240
info@mannaz.com

Copenhagen

Dr. Neergaards Vej 5A
2970 Hørsholm
Denmark

+45 4517 6000
info@mannaz.com

Aarhus

Olof Palmes Allé 20
8200 Aarhus
Danmark

+45 4517 6000
info@mannaz.com

Malmö

Stora Varvsgatan 6A
211 19 Malmö
Sweden

+46 4012 7218
info@mannaz.com

Have the course wherever you decide

We offer more than 100 open courses – most can be held in English and wherever you choose!
Write or call to hear more.

Kontakt: Mariann Illum Vendler

+45 4517 6189
miv@mannaz.com

Do you need practical information?

If you are signed up for a course or otherwise in need of practical information, please don’t hesitate to contact us.

Kontakt: Katrine Smith

+45 4517 6293
ksm@mannaz.com

Meet our consultants
Nathan Hobbs

+44 796 288 1445
nho@mannaz.com

Terri McBride

+44 794 469 3186
tmc@mannaz.com

Paul Frederick Blackhurst

+44 759 527 5952
pbl@mannaz.com

Stuart Schofield

+44 7990 036110
ssc@mannaz.com

Christine Dandy

+44 783 402 2486
cda@mannaz.com

Mette Skøt

+45 8188 1077
msk@mannaz.com

Joakim Eriksson

+46 735 286 071
jer@mannaz.com

Anna Rosdahl

+46 708 23 84 41
aro@mannaz.com

Thomas Peter Rønholt

+45 5139 6257
tpr@mannaz.com

Dorthe Steen

+45 5139 6031
dst@mannaz.com

Berit Kristine Bøggild

+45 2295 0151
bkb@mannaz.com

Bjarke Østergaard

+45 4166 8864
bos@mannaz.com

Martin Bo Nielsen

+45 8192 5343
mni@mannaz.com

Henrik Bjerregaard Nielsen

+45 5139 6259
hbn@mannaz.com

Anette Forsner-Hansen

+45 2087 1199
afh@mannaz.com

Lars Østerby

+45 5139 6221
los@mannaz.com

Magnus Ramdén

+46 735 01 63 21
mra@mannaz.com

Morten Bøgebjerg

+45 5139 6051
mbo@mannaz.com

Søren Blem Bach

+45 2989 3734
sbb@mannaz.com

Michael Frederik Ellekjær

+45 5140 8231
mfe@mannaz.com

Send us a message

We will respond as soon as possible,
and within five working days.






Fortune 500 Oil & Gas Company

An enduring architecture that enables a commercial edge

The Company: Global organisation in the energy industry

This global organisation is a leader in the energy industry and continually seeking to be competitive in every aspect of its strategy, business model and operations.  Health and safety, and corporate social responsibility are at the heart of its business priorities.

Challenge

  • Create a talent and learning ecosystem that supports corporate ambitions.
  • Align leadership developments to strategic aspirations.
  • Conduct an enterprise-wide refresh of core leadership development provision.

Solution

  • Reviewed the leadership development architecture and processes.
  • Worked closely with the business advisory panel.
  • Drive line manager engagement and collaboration across stakeholders.
  • Strengthen the in-role components of core programmes.

Impact

  • Aligned corporate decisions from talent development to performance.
  • Activated the leadership pipeline for business and leader success.
  • Refocussed the business to become more strategic, customer focused and simple in delivering value.

The Challenge: Creating a highly personalised development architecture

As a leader in its domain with vast numbers of employees located across the world, the corporate academy conducted an end-to-end review and refresh of its leadership development.

Mannaz worked with the corporate academy to strengthen leadership and deepen professionalism across the business from its strategic leaders to first-line leaders. The corporate academy’s goal was to take a radically different approach by co-creating an ‘in-context’ and highly personalised development architecture and journey, and its associated processes.

It had been over ten years since the last comprehensive review had taken place, and there were now significant changes in strategic direction. Given the strong ambitions and goals of the business, it was also essential that the key behaviours expected of leaders should be addressed and integrated into the programme journey in terms of design and enablement.

 

The Solution: Refreshing the leadership development

Mannaz was invited to work with the academy to refresh the leadership development journeys with a particular emphasis on strengthening the in-context and in-role approach across the talent and learning architecture. In all cases, it involved reviewing the previous programmes, gaining input from the business advisory panel of senior leaders, and co-creating the new global architecture.

The academy having conducted a recent review of leadership and talent development discovered that leadership development needed to be aligned more clearly to the strategic aspirations of the business, and the creation of a talent and learning ecosystem that supported their ambitions.

It also became clear to the academy that compared to other global organisations, their leaders were less personally engaged in the development of people. This led to the conclusion that the refreshed design should encourage and prompt leaders in the development of their direct teams in multiple ways. They also worked alongside the academy and Mannaz facilitators as co-facilitators on the new leadership development programmes.

 

The Impact: An enduring architecture that enables a commercial edge

The overall design, pilot and rollout demonstrated the value of in-role development, and in particular, the importance of the line manager’s commitment and enablement. The academy and Mannaz co-created specific methods and guidelines that enabled the line manager to understand and add value before, during and after the programmes. Leaders also collaborated with an enhanced network of peers, and internal and external stakeholders as part of the development journey.

This engagement is ongoing, and so far the outcomes are promising in terms of evidence of an enduring architecture that enables a commercial edge. Now that processes and dialogues are aligned, so too are the corporate decisions from talent development to performance.

One of the main learning points identified was the need to review and refresh the programmes, ensuring their continual alignment to the market and business context. Most notably, with the increased disruption and uncertainty faced in the industry, including the challenges of lower oil prices, the approach taken has boosted strategic focus, customer orientation and simplicity in delivering value. This has been achieved by close review and monitoring of how the programmes meet the ever changing needs of the business. The on-going refresh of the architecture and respective development programme journeys and processes continue to support the business in realising the necessary impact in the marketplace.

Most notably, with the increased disruption and uncertainty faced in the industry, including the challenges of lower oil prices, the approach taken has boosted strategic focus, customer orientation and simplicity in delivering value.