Humberside Police

1990 - 1992

An organisation required to modernise, operate on reduced funding, facing rising crime with a
management hierarchy steeped in tradition. In addition, the Police and Criminal Evidence Act –
PACE - was placing far greater demands on officer’s time than was ever previously experienced.

David Hall - Chief Constable (retired) - wished to create a culture of change within the
management team and prepare them for even greater challenges he envisaged in the future. He
initiated a host of reforms and programmes designed to set the scene for the future. They
included:

ÿ Stronger ties with Humberside tertiary educational establishments – developing curricular

for Police Officers to eventually include MBA programmes

ÿ One of the earliest Graduate recruitment programmes in the 30 plus regional police
forces

ÿ Secondment programmes to place officers into Industry for 6 months

ÿ Exchange programmes with the Hong Kong, New York and Los Angeles forces

ÿ A programme of Senior Management Development for Chief Superintendents and

Superintendents with Mitchell Phoenix – The focus – Governing Change

This programme addressed Leadership and Management issues associated with change.
Officers were invited to attend and create a cadre of management who would drive the reforms
and the cultural shift required.

The six seminars for each of the three groups were spread over a two-year period

Themes:

1. The changing nature of Policing – Governing through these changes

2. Improving personal performance – motivating & developing others
3. Leadership verses expediency
4. Maintaining the highest standards
5. Building teams and retaining talent
6. Setting vision and goals for the future
 SchlumbergerSema

On organisation providing managed services to business, industry and government

Sema expanded rapidly through the late 90’s acquiring and winning large managed services
contracts in a wide variety of organisations, among them:

ÿ Rail ticketing and associated infrastructure,

ÿ Medical services to the DHS – Medical reporting for benefit claims,
ÿ Desktop maintenance and network services for the Metropolitan Police
ÿ Network and software services for National Air Traffic Control
ÿ Bureau-type mainframe data processing

One of the consequences of these acquisitions was the accumulation of a host of differing
cultures and staffing issues. The management expertise was varied and inconsistent.

The top team embarked on a programme to provide education for the top 200 managers
throughout the organisation. Mitchell Phoenix designed and built a series of programmes
providing a fundamental level of management and leadership strength.

The structure was six one-day seminars with a two-day event in the middle

The themes are:

1. Fundamental principles of leadership and management

2. Improving team performance
3. Leadership in management
4. Decision-making and time usage – the fundamentals of strategic implementation
5. The quality of personal contribution
6. Governing Change
7. Managing for the future
 Westferry Printers
Europe’s largest newspaper printing business

Westferry faced the typical challenges facing the newspaper-printing business: in the late 90’s

Legacy attitudes and practices from Fleet Street

Demanding targets and tight budgets
Powerful, influential customers demanding higher standards of service and 100%
delivery; everyday
Meeting customer expectations for service and responsiveness

The emerging customer base would not tolerate the attitudes associated with the old practices.
They had shed these archaic practices themselves and wanted modern thinking and delivery
from outsourced services. Aims of the programme:

ÿ To raise the quality of senior management thinking and approach

ÿ Create stronger focus on quality & service delivery. Modernising traditional print industry
attitudes and outlook.
ÿ Delegate effectively and drive responsibility down the organisation.
ÿ Generate greater ownership and responsiveness at operational levels.

Mitchell Phoenix built a programme for directors and senior managers and managers comprising
four two-day seminars addressing the following themes:

1. Fulfilling management responsibility

2. Leadership

3. Overcoming resistance to change

4. Strategic awareness and implementation

Stanley have faced a series of issues associated with the change from a technical/manufacturing
business to an innovative tools-marketing company. The US centre created a new vision for the
Stanley brand worldwide resulting in the re-positioning of the brand, the move to ‘best cost’
manufacturing culture (some exporting of manufacturing to the Far East – the traditional enemy)
and an emphasis on high quality innovative products.

The role of the UK business has traditionally been one of manufacturing and local sales. In order
to interpret and implement the new strategy a management team was created locally. This
Regional Operating Committee (ROC) committed itself to a programme of development and
communication designed to strengthen leadership and management.

The themes were:

ÿ Creating a strategic purpose for the ROC - fusing this with the overall Stanley strategy

ÿ The basics of leadership and management

ÿ Driving change through the whole organisation

ÿ Developing others, raising standards and retaining the existing talent

ÿ Mentoring others, maintaining commitment and creating a culture of future orientation

Stanley commissioned a ‘top-down’ series of seminars for the ROC, the senior operational
managers and their direct reports. The main headings are:

1. Key and fundamental principles of Leadership and management

2. Improving the performance of others
3. Leadership
4. The quality of personal contribution
5. Governing Change
6. Future orientation