- Argos
- Bourne Leisure
- BT
- Coca- Cola Enterprises
- CRH
- Currys
- Deutsche Bank
- Dresdner Kleinwort
- DSM Nutritional Products
- Hong Kong Hospital Authority
- Honda
- Imperial College Healthcare NHS Trust
- Microsoft Advertising
- Minter Ellison
- Nestlé
- NHS Supply Chain
- Post Office
- Royal Mail
- Safeway
- Sainsbury's
- SJ Berwin
- SSSHA
- St Mary's NHS Trust
- UKAEA
The Challenge
In 2007 St Mary’s NHS Trust, Hammersmith Hospitals NHS Trust and Imperial College London Faculty of Medicine merged to form Imperial College Healthcare NHS Trust (ICHT) and create the UK’s first Academic Health Science Centre (AHSC).
For Imperial College Healthcare NHS Trust, a key integration challenge involved bringing together senior clinical and corporate leaders from different organisations to work collectively for a common purpose.
"I have used the different techniques to influence and encourage support for a new ambulatory care unit for children. I used the skills I had developed throughout Lane4’s leadership programme to generate cross-functional support. Both the project and its budget were signed-off."
Dr Mando Watson
The Approach
The programme was designed to deliver very specific outcomes for the new organisation and individuals, teams and patients within it. These were set out in the original tender specification and were revised to meet the changing circumstances over three annual cohorts.
Through a blend of experiential workshops, 1:1 coaching and Action Learning Groups, leaders explored different organisational cultures, shared challenges, investigated new ways of working and focused on the controllables in order to manage change successfully. In addition to the wider programme, individualised performance coaching was provided for the St Mary’s Executive Team and senior nurses.