From whole system transformation to large or small group interventions, we have a track record of supporting clients through the end-to-end process of merger, collaboration and other major structural change. 

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WEBINAR CASE STUDY
Changing with the Times

​This webinar explored how social landlords should best respond to the challenges posed by a catalogue of major government reforms to the social housing sector. Considering the possibility of a housing merger, an organisational restructure, back office efficiencies or an overhaul of social purpose?

​Patricia McCabe, Managing Director of Central Consultancy and Training talks with Sue Shirt, Executive Director of Stonewater, Julia Histon, Chief Executive of York Housing Association and Tom Titherington, Executive Director of Business Development & Market Intelligence of Catalyst Housing. The session is chaired by Nick Duxbury, Executive Editor of Inside Housing.

listen back to the webinar in the audio player below

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We combine our Organisational Development expertise with 'hard' analysis and in depth knowledge of developments in the sector to engage the key players and enhance the long term success of transformation and integration efforts.

We custom-build our approach around your requirements, giving assurance throughout the process

What our clients say:

"The options appraisal and initial work you did for us made a big difference in helping us to achieve the merger so smoothly. We used the criteria you developed all the way through from identifying the partner to selecting the shadow board. The focus on cultural fit was essential."
Llewellyn Graham, Chief Executive, Nehemiah UCHA

"Your support has helped us to successfully kick off our transformation programme and to think more deeply about managing change. The cultural audit identified our existing culture and gave us a structure to think about where we want to be in the future"
Jane Jones, Head of Organisational Development, Curo Group

Whatever your objectives, we can help by:

• Facilitating strategic debates and options appraisals, reviews and remodelling – understanding the important balance between autonomy and control
• Identifying opportunities, modelling options and appraising risks; supporting due diligence, making the business case, 'surfacing' and diagnosing organisational cultures to support decision making
• Auditing cultural and human factors to inform merger and other change planning (including shared services), and support post-merger integration and transformation
• Identifying 'people' risks and keeping 'survivors' engaged
• Coaching and supporting senior managers to ‘hold their nerve’, analyse the options, communicate with staff, unite as a team and work with their board in an open and transparent way
• Governance arrangements - helping you to keep them simple, effective, robust and transparent; at the same time delivering overall control and management of risk
• Understanding changing information requirements – who needs to see what, how often, and when, to enable parent control of all group activities and all risks
• Leadership capacity building, and developing a leadership pipeline
• Embedding new behaviours through comprehensive OD programmes