Explore how CorporateDNA helps leaders and organisations improve alignment, readiness, decision quality, execution and performance.
Family Business Consulting
Shunkhlai's challenge sat at every level of the group at once. HoldCo was led by a single voice without clear shared accountability, while business units operated in silos. HR and strategy capability needed strengthening, and limited learning opportunities constrained growth across the group.
read more here.High-Potential Talent · Succession and Leadership Pipeline · Leadership Development · Enterprise Leadership · Executive Development
Each year, approximately 100 high-potential leaders across Vodafone’s global operating companies were nominated for Inspired. Drawn from CEO-1 and CEO-2 populations, these were already accomplished leaders. The challenge was to prepare them to step beyond functional or market success and operate with the judgement, influence and enterprise perspective required at Vodafone’s most senior levels.
700+
high-potential leaders developed
HRLT Effectiveness · Hyper-Performing Teams · Culture and Transformation · Executive Facilitation · Leadership Development
As Ma’aden grows at extraordinary pace, its HR Leadership Team has a critical role in enabling the organisation to perform and transform. The opportunity was to move beyond a collection of highly capable functional leaders towards a genuinely interdependent enterprise team: able to influence upwards at Group Executive level, work horizontally across organisational boundaries and collectively shape decisions on people, culture, performance and business priorities.
Dramatic increase in trust: across the HR Leadership Team
Hyper-Performing Teams · HRLT Effectiveness · Executive Coaching · 360° Feedback · Action Learning · Leadership Development
As Frasers Property progressed its One Frasers strategy, the People and Culture Leadership Team needed to evolve alongside it. The opportunity was to move beyond a group of strong functional and market leaders towards a genuinely interdependent enterprise team: one able to think horizontally, challenge constructively, make decisions collectively and influence culture, talent and performance across the organisation. This required not another HR initiative, but a shift in how the team itself operated and led.
18
months sustained team transformation
Leadership Development · Talent Acceleration · Executive Coaching · Team Effectiveness · HRLT Transformation · Facilitation
As Frasers Property advanced its One Frasers transformation, the opportunity was to build a stronger enterprise leadership pipeline across markets, functions and leadership generations. This meant going beyond individual capability: creating greater ownership, stronger connections across organisational boundaries and a shared leadership language that could translate the transformation ambition into how leaders showed up every day.
150+
top leaders developed globally
Executive Team Effectiveness · Hyper-Performing Teams · Culture and Transformation · Organisational Effectiveness · Leadership Development · Executive Facilitation
Dyson’s Executive Committee brought together leaders accountable for major global functions and markets. The opportunity was to help them become more than a collection of highly capable functional leaders: a highly effective enterprise team, able to look beyond individual portfolios, navigate competing priorities and collectively lead Dyson as a whole. That same challenge of interdependence existed within Research, Design and Development (RDD), where the quality and speed of innovation depended on Research, Design and Development working seamlessly across disciplines, organisational layers and geographies, particularly the UK and Asia.
75+
Design and Product Managers engaged
Manager Development
As DP World expanded rapidly across continents, it faced a pivotal challenge: unifying language, mindsets and behaviours across a diverse global workforce. With varying levels of maturity and different cultural contexts across more than 80 ports and terminals worldwide, there was a pressing need to define a single standard, 'The DP World Way', that connects identity, purpose and performance. Priorities included building a common global vocabulary, equipping first-time and mid-level managers to lead with confidence and clarity, and embedding the DP World Way as a living culture rather than a corporate statement.
94%
content and immersion impact
Leadership Development · Culture and Transformation · Manager Development · Learning at Scale · Behaviour Change
BT was undergoing significant cultural change. Yet for many frontline managers, success had historically centred on business performance, operational delivery and KPIs. Pioneers represented an important shift: managers were now being asked to take genuine ownership for people, culture and performance together. The challenge was to make that transition practical and relevant across 2,200 managers, multiple businesses and more than 20 countries, without turning leadership into theory.
20+
countries reached globally
Culture and Transformation · Leadership Team Effectiveness · Group Coaching · Leadership Development · Change and Transformation · Action Learning
GSK Mexico was navigating a significant cultural integration: a new expatriate General Manager, an established local leadership team and the need to translate GSK’s global ambition into something meaningful and actionable in-market. The challenge was not simply to align on values, but to create shared priorities, behaviours and ways of working, and make them real across multiple layers of leadership.
30%
improvement in decision-making agility
Culture and Transformation · Leadership Development · Large-Scale Facilitation · Cognitive Diversity · Team Effectiveness
At a time of significant change for Morgan Stanley, Technology needed its leaders to do more than respond to transformation; they needed to shape the culture required to deliver it. Sponsored by the Chief Technology Officer in New York, the challenge was to bring 200 Technology Directors into an unusually open conversation about how the function really operated: where ownership was strong, where healthy challenge was being muted, whose voices were heard, and what needed to change for the function to perform at its best.
Radical Candour: a new level of healthy challenge