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Diversity and Inclusion

The figures are not up for discussion. Diversity is good for business.
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Sustainability

Mannaz creates real results with the UN's 17 world goals.
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Facilitation of Virtual Events

Let´s help you create virtual events inspiring with sky-high output.
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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.
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Stuart Turnbull Country Manager

+44 7789 546 100
stu@mannaz.com

Nathan Hobbs Director, Client Solutions

+44 796 288 1445
nho@mannaz.com

Christine Dandy Client Director

+44 783 402 2486
cda@mannaz.com

Paul Frederick Blackhurst Client Director

+44 759 527 5952
pbl@mannaz.com

Stuart Schofield Client Director

+44 7990 036110
ssc@mannaz.com

Rasmus Bay VP Consulting Nordic

+45 4022 2922
rba@mannaz.com

Peter Wang Maarbjerg VP Public

+45 2428 5973
pwm@mannaz.com

Line Thatt Jensen Senior Consultant

+45 5139 6178
ltj@mannaz.com

Thomas Peter Rønholt Client Director

+45 5139 6257
tpr@mannaz.com

Henrik Bjerregaard Nielsen Client Director

+45 5139 6259
hbn@mannaz.com

Berit Kristine Bøggild Client Director

+45 2295 0151
bkb@mannaz.com

Anette Forsner-Hansen Client Director

+45 2087 1199
afh@mannaz.com

Emil Lindeløv Vestergaard Chefkonsulent, cand.psych.

+45 5139 6033
elv@mannaz.com

Lars Nellemann Manager, Ph.d.

+45 5139 6043
lne@mannaz.com

Marianne Bruun Okholm Manager

+45 5139 6048
mok@mannaz.com

Morten Flørnæss Kerrn-Jespersen Client Director

+45 5139 6052
mfk@mannaz.com

Dorte Spiegelhauer Client Director

+45 5139 6062
dsp@mannaz.com

Berit Urup Hankelbjerg Senior Consultant

+45 5139 6130
buh@mannaz.com

Lars Østerby Client Director

+45 5139 6221
los@mannaz.com

Martin Bo Nielsen Senior Consultant

+45 8192 5343
mni@mannaz.com

Nanna Gry Mahler Tolborg Senior Consultant

+45 6178 2404
nto@mannaz.com

Christina Lundsgaard Ottsen Senior Consultant

+45 2682 8885
cot@mannaz.com

Peter Stensig Consultant

+45 3024 6404
pst@mannaz.com

Ditte Enevoldsen Client Director

+45 6170 8230
den@mannaz.com

Markus Engholm Jensen Consultant, Cand.psych.

+45 6053 6355
mej@mannaz.com

Per Krull Senior Consultant

+45 2330 0715
pkr@mannaz.com

Rasmus Hviid Bach Consultant

+45 3090 0264
rhb@mannaz.com

Cecilia Fagerberg Wästfelt Country Manager

+46 735 22 29 82
cfw@mannaz.com

Joakim Eriksson Client Director

+46 735 286 071
jer@mannaz.com

Magnus Ramdén Senior Consultant

+46 735 01 63 21
mra@mannaz.com

Anna Rosdahl Senior Consultant

+46 708 23 84 41
aro@mannaz.com

Sanna Turesson Senior Consultant

+46 (0)76 3133321
sat@mannaz.com

×
London

15-19 Bloomsbury Way, Holborn,
London WC1A 2TH
United Kingdom

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

Copenhagen

Farvergade 8, 2. floor
1463 København
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.

Contact: René Fabricius Weichel

+45 4517 6140
rfw@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.

Contact: Gitte Madsen

+45 4517 6226
gma@mannaz.com

Want to contact our consultants? See a list of all consultants
Stuart Turnbull

Country Manager +44 7789 546 100
stu@mannaz.com

Nathan Hobbs

Director, Client Solutions +44 796 288 1445
nho@mannaz.com

Christine Dandy

Client Director +44 783 402 2486
cda@mannaz.com

Paul Frederick Blackhurst

Client Director +44 759 527 5952
pbl@mannaz.com

Stuart Schofield

Client Director +44 7990 036110
ssc@mannaz.com

Rasmus Bay

VP Consulting Nordic +45 4022 2922
rba@mannaz.com

Peter Wang Maarbjerg

VP Public +45 2428 5973
pwm@mannaz.com

Line Thatt Jensen

Senior Consultant +45 5139 6178
ltj@mannaz.com

Thomas Peter Rønholt

Client Director +45 5139 6257
tpr@mannaz.com

Henrik Bjerregaard Nielsen

Client Director +45 5139 6259
hbn@mannaz.com

Berit Kristine Bøggild

Client Director +45 2295 0151
bkb@mannaz.com

Anette Forsner-Hansen

Client Director +45 2087 1199
afh@mannaz.com

Emil Lindeløv Vestergaard

Chefkonsulent, cand.psych. +45 5139 6033
elv@mannaz.com

Lars Nellemann

Manager, Ph.d. +45 5139 6043
lne@mannaz.com

Marianne Bruun Okholm

Manager +45 5139 6048
mok@mannaz.com

Morten Flørnæss Kerrn-Jespersen

Client Director +45 5139 6052
mfk@mannaz.com

Dorte Spiegelhauer

Client Director +45 5139 6062
dsp@mannaz.com

Berit Urup Hankelbjerg

Senior Consultant +45 5139 6130
buh@mannaz.com

Lars Østerby

Client Director +45 5139 6221
los@mannaz.com

Nanna Gry Mahler Tolborg

Senior Consultant +45 6178 2404
nto@mannaz.com

Christina Lundsgaard Ottsen

Senior Consultant +45 2682 8885
cot@mannaz.com

Peter Stensig

Consultant +45 3024 6404
pst@mannaz.com

Ditte Enevoldsen

Client Director +45 6170 8230
den@mannaz.com

Markus Engholm Jensen

Consultant, Cand.psych. +45 6053 6355
mej@mannaz.com

Per Krull

Senior Consultant +45 2330 0715
pkr@mannaz.com

Rasmus Hviid Bach

Consultant +45 3090 0264
rhb@mannaz.com

Cecilia Fagerberg Wästfelt

Country Manager +46 735 22 29 82
cfw@mannaz.com

Joakim Eriksson

Client Director +46 735 286 071
jer@mannaz.com

Magnus Ramdén

Senior Consultant +46 735 01 63 21
mra@mannaz.com

Anna Rosdahl

Senior Consultant +46 708 23 84 41
aro@mannaz.com

Sanna Turesson

Senior Consultant +46 (0)76 3133321
sat@mannaz.com

Pirelli

Driving Success: Leading Business, Leading People and Leading Change.

The Company:
Iconic Italian tyre brand with global reach

Founded in Milan in 1872, the Pirelli tyre manufacturing company has shared its history and development with the motor car itself. Today Pirelli has 19 industrial tyre plants in four continents that operate through a widespread sales network in more than 160 countries worldwide.

Pirelli and Mannaz

Challenge

  • Future proof an iconic brand against global recession.
  • Work alongside management with zero leadership training experience.
  • Roll out an existing leadership development strategy on a global scale.

Solution

  • Encouraged managers to take personal responsibility for the process.
  • Ran a series of workshops spearheaded by top-level Pirelli executives.
  • Created a common language for good leadership practice.
  • Designed a 360° feedback tool to monitor results, tailored to each local team.

Impact

  • In-depth insight into personal strengths and development areas.
  • Establishing a global, company-wide feedback process.
  • Visibly motivated core team, driving subsequent workshops.

Founded in Milan in 1872, the Pirelli tyre manufacturing company has shared its history and development with the motor car itself. Today Pirelli has 19 industrial tyre plants in four continents that operate through a widespread sales network in more than 160 countries worldwide.

For over a century Pirelli has enjoyed a celebrated industrial tradition combined with innovation, product quality and brand strength. After the economic downturn of 2008 however, senior management knew that Pirelli needed leaders equipped to keep their eyes on the rocky road ahead, provide clear direction and make sound, tough decisions while maintaining fairness and integrity.

Pirelli interviewed its core management to establish their strengths and identify any areas in need of an overhaul. Many managers had not received leadership development training and so this would be a new experience.

The ambition was to build an entirely new leadership model that focused on three main areas: leading business, leading people and leading change. Pirelli had a vision to roll out their new strategy worldwide, but it couldn’t be activated alone. That’s when we got involved.

 

The Solution: Adding that personal touch

We established that speed and efficiency were crucial factors for Pirelli. The programme was introduced over the course of one year with workshops involving 300 core managers. We then collaborated to design a 360° feedback tool to engage the managers, and respond to what was working and what wasn’t.

We soon discovered this was more an organisational change project than leadership development. We were never there to tell them what to do, merely to allow them to buy into the proposed organisational shift and become a central and dominant part of its implementation.
It was essential for us that the core management team were as involved as possible. They co-facilitated the workshops and managed the projects on removing obstacles for success, while the top management inspired and pushed the participants to be bold and more willing to take risks. They also acted as role models in implementing the new leadership model.

 

The Impact: Being driven across the globe

The first major impact occurred before we started, in that all 300 executives bought into our proposed programme. The introduction of the 360° feedback tool was also very well received and together we established a common language for excellent leadership qualities.

The programme has since been cascaded into other territories, each local core team taking responsibility for developing and engaging their middle management. The ‘360° Pirelli Feedback Tool’ has been translated into eight different languages, integrating the threefold Pirelli Leadership Model.

We believe the success of our work with Pirelli was because the tool engendered personal and individual development across the organisation, but also due to the fact that we ensured all top-level management strategically bought into the programme and led by example.

‘The commitment of the chairman, the CEO and the core team was a defining feature of the programme,’ explained Donatella de Vita, Pirelli’s Head of People Development. ‘Their incredible commitment had a tremendous effect on the impact of the programme. Managers have said: “If they can do this, so can we.”

”We were never there to tell them what to do, merely to allow them to buy into the proposed organisational shift and become a central and dominant part of its implementation.”

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