contents

Introduction 3

Tailored executive education 4

Consulting 10

Knowledge. Qualification programmes 16

Research 20
Ambition and commitment. Blended learning 21

Strategic insight. Open enrolment programmes 22

Faculty and Governing Body 36

And the ability to get things done. The Ashridge experience 39

Introduction
While Ashridge has had numerous incarnations over the past 800
years, the Business School was founded 50 years ago, in 1959.
The original goal was to help contribute to the competitiveness of the
individuals and organisations who came though Ashridge’s doors.
In that sense, very little has changed. In a corporate sense, the mission
of Ashridge remains.
When I think of 1959, I imagine typing pools of manual typewriters
creating pages to be reproduced by mimeographs and ditto machines.
I imagine a post-war austerity and formality, drained of colour, and I
imagine Ashridge offering courses concerned with the fundamentals of
business to an audience concerned with challenging industrial relations
in an industrial age. To put things into context, the IBM Selectric was
not even invented until 1961. To put things into perhaps another
context, who can even remember the IBM Selectric?
Fast-forwarding to today, technology has become electronic.
Communication is global, and business is driven by creativity,
knowledge and innovation. It is our belief at Ashridge that leaders and
managers still need to understand the fundamentals of business.
These fundamentals, however, are necessary but insufficient for
managerial success. In a knowledge economy, applying the knowledge
is just as important. To get something done in an organisation, one
must be able to involve others. This requires reflection and thought.
It also requires influencing skills and a bias for action.
Ashridge specialises in the creation and implementation of strategy.
Ashridge’s strength lies in understanding and supporting contextual
leadership. These insights are used to work in partnership with our
client organisations to help them formulate and achieve their concrete
and measurable business goals.
Today’s goals, however, are not enough. At Ashridge, we are also
interested and deeply involved in creating scenarios about the future.
What will the global economy look like in 25 or 50 years? How can we
ensure that our organisations are sustainable into the future? What
types of technologies are on the horizon and how will they change “Ashridge is dedicated
society? How can organisations today include an assessment of the
challenges and opportunities for tomorrow in their planning? to helping individuals and
While the 25 to 50 year horizon is important, so too is a shorter horizon organisations prosper.
of change. To put things into context, when Ashridge turns 50 in 2009,
I invite you to explore how
Google will celebrate only its fifth year as a publicly listed company.
Things change and they change rapidly. Organisations which can Ashridge’s innovative and
create a shared vision of what they wish to achieve in the next few
rigorous approaches to
years stand a much better chance than those that fall victim to
introspection and a lack of mission. management education
I’d like to conclude by thanking those organisations that have placed and development can
their faith in Ashridge over the past 50 years and who have made us
the number one provider of customised executive education in the UK change you and your
and eleventh in the world. For those who know less about Ashridge, organisation”
I hope this brochure provides you with a high-level view of the range of
educational and consulting interventions, from MBA programmes
through to Executive Education and from Organisation Consulting
through to Coaching. And lastly, I hope we can work jointly with you Kai Peters
as a trusted partner in co-creating the future of your organisation. Chief Executive
Ashridge
3
 ``Ashridge has delivered programmes
for a range of clients in China and
has hosted Sinopec at Ashridge.
The international faculty, the balance
between academic and hands-on
experience and the focus on
organisation development has
really made an impact˝

Barbara Wang, Ashridge’s representative in China

Ashridge is represented in key markets around the world.

See www.ashridge.org.uk/international

4
Tailored programmes
Ashridge was one of the first business
schools to offer executive education
programmes tailored to the specific needs of
organisations and their people. Our world
class reputation is reflected in the 2008
Financial Times rankings where Ashridge is
positioned as Number One in the UK and
fourth in Europe for tailored executive
education programmes.
Today, customised programmes account for
65% of Ashridge’s educational activities.
Programmes vary from three-day intensive
courses at Ashridge to multi-module global
programmes delivered face to face at
world-wide locations or virtually.
Clients all over the world choose tailored
Ashridge programmes because we offer
learning experiences that bring real, practical
benefits and can change the lives of
individuals and organisations.
Our vision
What really excites Ashridge is creating
programmes that are genuinely effective in
helping organisations develop the people
who deliver their business goals and
objectives. We design programmes that
address the core challenges facing an
organisation and the development needs of
individuals or groups: programmes that have
an impact and move the organisation and its
people along their journey, closer to their
goals.
Our approach
We know that people learn in different ways
and that flexible, interactive teaching
techniques have the greatest impact.
Delivering a winning programme means
engaging participants with the right mix of
theory combined with hands-on experience
and practical application. Short keynote
presentations and question and answer
sessions are interspersed with real-life case
studies, competitor benchmarking, customer
perspectives, experiential learning tools and
business simulations. Our approach is
centred on the needs of the individual,
employing a style which is participative,
challenging and engaging, and which
focuses on how participants apply learning.
+44 (0)1442 841490 | www.ashridge.org.uk/tailored
Programme design
Right from your initial enquiry, Ashridge
faculty – who have all had leadership roles in
international organisations – are central to
the design process. We put great emphasis
on diagnostics to challenge and stimulate
thinking. We work together with you to
design, develop and deliver programmes
unique to your needs. They might include
large group events, personal development
through coaching, short residential
programmes, customised virtual learning and
inter-modular project work of current
significance: all in service of positive
outcomes for your organisation. Our
faculty are at their best when working
with your people to refresh their
thinking, build their capability for
the future and develop top
talent.
5
 Tailored programmes for the private sector
Weaving the threads
It’s no coincidence that participants say that
Ashridge tailored programmes are unique.
They recognise the way we identify the
subject themes and objectives, and weave
these threads throughout the module, course
and programme. Programme content is
designed to reflect the fact that business
issues tend not to come neatly packaged as
single subjects. Rather than taking each
business subject in isolation, we approach
functional disciplines as interdependent
perspectives on the process of management
being explored. From the participants’ point
of view this makes the learning more ‘joined
up’ and the experience more relevant and
powerful.
Ashridge clients
Ashridge has an international portfolio of
clients from 27 countries and we are proud
to retain over 75% of our client base
annually.
Major Ashridge private sector clients
include: Bayer CropScience, British
Airways, Danfoss, Electrolux, Fuller, Smith
and Turner PLC, Kuoni, Lufthansa,
Marshalls, NXP, OMV, Orange, Philips,
RWE Supply & Trading GmBH, Sinopec,
Skanska, Tetra Pak, ThyssenKrupp, Tube
Lines, Volkswagen and Wragge & Co.
6 +44 (0)1442 841490 | www.ashridge.org.uk/tailored
Measuring Return on Investment
We understand that organisations seek
assurance that their investment will deliver
returns. Ashridge has conducted a ground-
breaking study of business school clients’
attitudes towards evaluation. We found that
CEOs’ and MDs’ priorities were to
understand whether individuals were better
leaders as a result of a programme, and to
explore how their organisations’ learning
climate might support or hinder transfer
of learning.
As a result, we have several different
approaches that enable us to gauge
programme impact for individuals and gain
insights into how best to achieve learning
transfer. We are able to strengthen the
impact of leadership and management
development and work with development
professionals to measure the effectiveness
of learning interventions.
We also discovered that one of the key
factors affecting programme impact is
learners’ sense of personal accountability.
We are therefore including more mechanisms
to increase accountability with programme
designs, for example by involving senior
management both during the programme
and in its review.
Orange
Orange is the key brand of France Telecom,
one of the world’s leading telecommunications
operators. Ashridge was approached to develop
a core leadership programme as part of the
Orange Management School, to provide its
leaders with the tools to inspire and to have the
confidence to lead the way and take Orange
forward.
Participants attend an intensive one week
programme at Ashridge where they are exposed
to a range of subjects and development activities
exploring change management, decision making,
leadership skills, personal awareness and impact
on others, to help address the current challenges
within Orange. Ashridge is able to convert its
unique perspectives and understanding of
leadership into a language that is engaging,
revealing and inspirational.
Since the successful launch of the Management
School in 2006, a total of 330 participants have
attended 15 programmes. The Ashridge
programme continues to be regarded by
Orange as a key ingredient in the development
of its leaders.
“This is a fantastic opportunity for our senior
managers to develop their leadership
capabilities and work with Ashridge”
Sarah March
Talent Development
Orange
Electrolux
Electrolux’s Next Level Leader programme was designed for 400
experienced and high performing managers from New Zealand,
Australia, India, Singapore, Thailand, China, North and South
America and from across Europe. Its main focus (around 80%) is
leadership development, strategic understanding and increasing
the pace of insight-based innovation, and it is delivered in all
regions. 20% is tailored to specific geographic regions.
Ashridge undertook diagnostic interviews with 30 senior
managers in Europe, Asia and the United States, before
designing an initial tailored programme and refining it with
Electrolux. We ran a successful first programme within two
months of being asked to lead the work, in response to the
company’s focus on speed.
Delivery in each region brings together 30 middle/senior
managers over two modules of four days each, with two months
between modules. The whole process follows a fast moving
pace congruent with the acceleration theme within Electrolux’s
strategy. The programme schedule has been intense and the
team has already delivered twelve programmes over a four year
period.
Our close understanding of Electrolux, its business challenges
and our empathy with regional cultures have led to highly positive
feedback.
“The Next Level Leader programme has definitely delivered
on its key objective to support and develop managers
as they execute our strategy focusing on personal
development, brand, lower cost and growth”
Hans Stråberg
CEO
Electrolux
Lufthansa
Lufthansa is one of the world’s leading airlines. It operates
globally with more than 400 companies and subsidiaries and
more than 100,000 employees. In 2007, it transported over
62 million passengers.
Ashridge is one of the three preferred partners for Lufthansa
in Executive Education and since 2004, has worked with the
airline on a development programme for its C Level managers
(3rd hierarchy of management, an important group who make
significant contributions to the organisation). To ensure future
business success in the competitive airline industry, it is
important that this group continues to play a central role in
the leadership and strategy development for Lufthansa. The programme, which is designed to closely link in with
other development initiatives, has been a very successful
The ‘C-Experience’ programme is designed and delivered in
partnership between Ashridge and Lufthansa, with over 230
close consultation with senior management from Lufthansa.
participants going through the programme since 2005.
The eight strategic challenges facing the organisation form
the basis of the programme, which is attended by managers “Being able to work in learning groups with colleagues
from across the organisation, from Europe, the USA and Asia. from different business units was very effective. It was
The programme prepares participants to effectively manage
a great way to learn and look at business issues from
different perspectives”
current and future challenges and increases their ability to
work in a global and diverse environment. It also encourages Stephanie Sedat
strategic dialogue with top management and supports C-Experience participant
knowledge exchange both internally and externally.
The seven-month programme begins with a two-day event,
where participants are given insights into the major issues
facing the airline industry and are able to plan their personal
learning routes. In groups, the participants explore and work
on one of Lufthansa’s strategic challenges, presenting their
findings and recommendations to senior management at the
final two-day event of the programme. In parallel, several
short electives on business and leadership topics are spread
across the course of the programme.
7

“Client Directors Eve Poole, Megan Reitz
and Tony Montes (above) are part of an
experienced faculty team dedicated to sharing
insights and delivering innovative ways of
meeting the very particular challenges faced
by the public and voluntary sectors”
Dr Mark Pegg
Director of Public Sector Programmes
8
Tailored programmes for the
public and voluntary sectors
Ashridge is a major UK and international
provider of executive education and tailored
programmes for the public and voluntary
sectors. In 2008, Ashridge has again been
ranked Number One in the UK by the
Financial Times for the quality of its work with
international organisations both in the private
and public sectors.
Clients tell us they value our specific sector
experience, understanding of their needs and
our energy in offering new ideas in content
and process as the relationship proceeds.
Our growing success in this sector
internationally is based on:
• the sector experience, understanding and
diversity of our faculty
• our innovative programme designs
• quality in delivery
• positive feedback from participants
• evidence of longer term impact on
participants’ performance.
“The Ashridge programmes have been a
huge success in unlocking the department.
What is so impressive is that all the tutors
have very extensive experience in the real
world themselves, and they continue to work
with a wide range of organisations”
Chris Williams
Ministry of Defence
Ashridge’s clients across the world in
government, agencies and further education
believe investment in their high potentials, key
leaders and managers in attending our
programmes pays off in terms of changing
behaviour and improving performance. Our
Return on Investment research offers them
robust proof to vindicate their judgement. As
one MOD programme participant commented:
“This course will prove invaluable to my
MOD and personal needs, increasing my
personal effectiveness. I now possess and
understand the tools needed to develop
my ability to take on a wider leadership
prospectus and deliver change.”
In the UK, major public and voluntary sector
clients include: Cabinet Office, Department
of Health, Foreign and Commonwealth
Office, Home Office, Improvement and
Development Agency for Local Government,
Learning Skills Councils, Ministry of
Defence, National Health Service,
Prime Minister’s Strategy Unit,
Quality Improvement Agency. We also
run programmes for Association of
Chief Executives of Voluntary Organisations,
Clore Leadership Programme and Cultural
Leadership Programme. Internationally,
public and voluntary sector clients include
Emirate of Abu Dhabi, Government of
Oman, The Global Fund, UNICEF, World
Bank and World Health Organisation.
Ashridge Public Leadership Centre
Ashridge’s services for the public and
voluntary sectors are delivered through the
Ashridge Public Leadership Centre. The
APLC provides an innovative centre for
leadership development and executive
education and is designed to add value to
our clients through:
Research – full time resource to support
Ashridge faculty research into the live issues
clients are facing in their various roles
Networking – regular events and
communications where clients gain privileged
access to new thinking and research findings
before publication
Partnerships – partnership with international
universities and business schools and the
National School of Government to deliver
complex programmes and research needed
by modern clients
Centre of Excellence – the application of
Ashridge’s deep sectoral experience as the
backbone of our services.
The Sport Business Initiative (SBI) continues
to provide a unique dimension to learning
by transferring experiences from the sports
world and enabling clients to view their
challenges from a different perspective.
In addition to its work on Ashridge
programmes, SBI also works with the
British Olympic Association and sporting
bodies throughout the world.
Foreign and Commonwealth Office
(FCO)
The FCO-Ashridge relationship began in Over the past two years, Ashridge has also
1999. Since then, Ashridge has delivered a benefited from the secondment of an
variety of leadership, strategy and change experienced senior manager from the FCO,
programmes designed to help deliver the who has now completed the Ashridge MBA
cultural change agenda within the FCO. and has greatly contributed to our ability to
The Leadership programmes cater for tailor our offer to meet the needs of the
Band D officers, Deputy Heads of Mission Office more exactly. In support of these
and Ambassadors, and seek to bring programmes, Ashridge works with the FCO
world-class learning processes and thinking on a variety of complementary initiatives to
to bear on the practical realities of these offer highly tailored and integrated learning
varied and challenging roles. We were and development.
delighted that the programme aimed at Band
D officers was recently featured as one of six
global case studies in innovation in teaching
and learning by the International University
Consortium for Executive Education. The
Ashridge Strategy programmes deliver core
strategic capability as part of the Professional
Skills for Government agenda and use live
cases to apply the learning to issues that are
“Our focus is on better delivery of
of real and global importance. The Change public services: the fusion of historical
programmes similarly blend thoughtful
processes and pragmatic engagement with
values with 21st century issues. This is
the messy reality of real life. why Ashridge is perfect for us”
One key feature of our relationship with the
FCO is our pan-Ashridge offer. The Sir Gus O’Donnell
programmes involve not only the tailored Cabinet Secretary
education team but colleagues from
Ashridge Consulting, the Ashridge Strategic
Management Centre, Ashridge coaches and
Ashridge associates.
+44 (0)1442 841490 | www.ashridge.org.uk/aplc 9

Ashridge Consulting is an organisation
development consultancy that works
internationally with clients from many different
Ashridge Consulting sectors and industries. Our highly
experienced consulting team, drawn from
over 20 nationalities, reflects the diversity of
our clients. In recent years these have
included Ernst & Young, Nokia, Acergy, NHS
Institute for Innovation and Improvement and
the Foreign & Commonwealth Office. Our
expertise is focused around:
• organisations in transition and culture
change
• leadership development
• strategic talent management
• strategy engagement.
10 +44 (0)1442 841380 | www.ashridgeconsulting.com
Typical client assignments – large and
complex change processes across global
organisations – can involve all of these. We
are increasingly addressing the business of
sustainability in our client work and can offer
all our services on an innovative virtual basis.
Our range of services also includes senior
executive coaching, board facilitation and
team effectiveness.
Working with clients in ways which enable
them to develop their own consulting
capability is fundamental to our philosophy.
We build internal change capability and
transfer our expertise to leaders and other
staff within the organisation. We are
increasingly described as the ‘consultants to
the consultants’, as we share our ideas and
skills and develop other consultants’ expertise
in organisation change and coaching.
Our consultants combine expert knowledge
of the literature and models used in
organisation and personal development,
with innovative approaches based on a
philosophy that regards organisations as
constructs of personal interactions and
conversations – rather than as machines that
need ‘fixing’.
Organisation and culture change
We have observed that changes to
structures and procedures are only a small
part of a change process. The real work lies
in engaging with the informal processes, the
myriads of interactions which constitute the
way the organisation actually works. While
change is unpredictable in the long run, an
overall change strategy provides a sense of
purpose and direction and a framework for
action. The consequences of action can be
anticipated, but not predicted, and so the
successful implementation of change must
be an emergent and interactive process.

O2
As part of its strategy to retain customers
by improving their customer experience,
O2 selected Ashridge Consulting as its
partner to design and deliver an innovative
change project ‘Better Place to Work’.
This combined an informal movement at
grass roots level that encouraged people to
experiment, with a more formal high profile
change project based on Appreciative
Inquiry. ‘Better Place to Work’ stimulated
immediate, empowered change
in offices, shops and call centres. It also
enabled people to model O2 brand values
in a ‘People Promise’ inside the organisation
as compelling as the ‘Customer Promise’
outside.
“Our people felt privileged to be involved
in a change process that was empowering,
stretching and genuinely transformational
for O2”
Jo Macbeth
Employee Involvement Manager
O2
Strategic talent management
As the war for the most talented people We work with a variety of organisations to The talent management cycle, when in
intensifies, successful organisations are build and sustain their talent management harmony with the organisation’s strategy,
finding it necessary to develop a strategic from both an organisational and individual is a virtuous circle that delivers improved
approach to talent. We work with our clients perspective through a range of activities: performance against a balance
to help them select, deploy and develop the • Defining talent through strategic processes of measures.
people who can deliver a winning strategy and competency frameworks
for the organisation. A coherent talent
management strategy is also key to ensuring • Identifying talent through assessment
that being part of your organisation is seen centres and recruitment processes
as a positive choice for existing and • Managing, retaining and developing talent
prospective employees, and to defining your through executive coaching, development
organisation’s relationship with its employees centres, psychometrics and 360º feedback
and their relationship with each other. processes
Ashridge Consulting believes the starting • Deploying talent through succession
point to creating a strategic approach to and career planning.
talent management is a process of inquiry;
to raise clients’ awareness of both how talent
is currently managed and to what extent this
is serving the organisation and the individual
well. Talent management goes beyond HR –
it is a dynamic set of interrelated processes.
Working in partnership with clients, we
explore how these can be reinvented and
renewed as the organisation changes.
11
 Strategy engagement
Strategy brings coherence and purpose
to activities. Sometimes strategic thinking
and practice get stuck so that organisations
don’t make the best use of their minds,
imaginations and collective know-how.
We won’t ‘do’ strategy for clients. Instead,
we work alongside them to make the right
strategic conversations happen. We design
and facilitate processes where better
questions and greater involvement lead to
new insights and better actions; where
choices and real commitment arise from
more connected thinking.
Above all, it’s a process that engages more
of the organisation in delivering effective
strategy.
``We offer three strategy interventions:
facilitating strategy process, strategy
coaching and pattern breaking´´
Philippa Hardman and Chris Nichols
Strategy Engagement Practice
12
Facilitating strategy process at malt
producers Greencore Malt
“Ashridge Consulting supported our senior
managers through an innovative and visual
process to challenge our thinking about our
changing global markets.”
David Wilkes, Managing Director
Strategy coaching with global
healthcare research organisation
The Cochrane Collaboration
“Ashridge Consulting is coaching our
executive team as we engage over 1000
people worldwide in a virtual conversation
to review our purpose, performance and
future direction.”
Nick Royle, CEO
Pattern breaking at
NCH the children’s charity
“We are busy engaging managers across
NCH in turning our strategic vision into
coherent local operational activity. Ashridge
Consulting supported us in a series of
day-long sessions – using keynote talks
and facilitated group-work – to provoke
personal accountability for creating effective
strategic action.”
Margaret Dillon, Deputy CEO
Leadership, virtual leadership
and virtual working
Traditional ‘command and control’
approaches to leadership cannot be relied
upon to deliver success in today’s complex
and fast moving organisations. We
encourage leaders to reflect carefully on their
own behaviours, helping them to address
issues of power and authority and giving
them support throughout periods of change.
We also help them address the culture,
dynamics and patterns within their
organisations, to create an environment
for joint thinking and action.
Global organisations, facing increasing
pressure to protect our environment and cut
travel costs, possess a real strategic asset if
they can meet, think, work and learn virtually.
While most organisations are practising
virtual working, our research shows that it
remains a substantial challenge and, in some
cases, an unsatisfactory experience for those
involved.
Based on in-depth ongoing research,
we adopt a highly flexible approach to:
• enabling leaders to lead virtually
• developing facilitators of virtual meetings
• facilitating and developing facilitators of
virtual action learning (according to our
own virtual action learning model)
• facilitating virtual strategic engagement
and change processes.
The Business of Sustainability:
Ashridge InterfaceRAISE
Ashridge InterfaceRAISE is a unique joint
consultancy service created in 2008. It brings
together the experience and know-how of
global flooring company InterfaceFLOR –
pioneers in sustainable business practice
and ranked number one in Globescan’s
Survey of Sustainability Experts Worldwide –
and our own skills in organisational change
and engagement.
Competition for limited material resources is
sending costs spiralling, and the prospect of
burgeoning environmental and ethical
legislation is pushing corporate responsibility
higher up the Board’s agenda. Business
urgently needs to find a way to develop a
more sustainable model for delivering
profitable growth, by decoupling material and
energy consumption from revenue
generation.
In addition to this consultancy service,
we offer a 2-day programme for senior
executives. The Business of Sustainability is
an intensive and action-oriented programme
which explores the commercial opportunities
and challenges that sustainable practice can
bring to business (see page 25).
Haniel Group
Our group-wide international General Management
Programmes have been supporting and challenging
participants in their development from functional to
managerial roles within ever more strategically sensitive
contexts for ten years, identifying high potentials and
giving them an excellent platform from which they
can pursue their career across a range of businesses
within the Group.
The more recently launched Executive Management
Programme focuses on team-based entrepreneurship
and has led to participants initiating a sustainability
agenda under the banner GreenHaniel. This is now
being considered by the Group Board and successive
groups of participants are engaged in developing
potential projects with sustainability as a key theme.
“What we really appreciate is Ashridge Consulting’s
collaborative approach. They are real partners and ‘walk the talk’
in all their interaction with the participants. They combine real
awareness and responsiveness to individuals’ needs but
are really good at challenging in a supportive way”
Peter Weidig
Director of the Haniel Akademie
Haniel Group
13
 Executive Coaching

Individual executive coaching

Executive coaching is playing an increasing Individual executive coaching provides a

role in organisations’ change and confidential sounding board for senior
management development agendas. It is one managers who want to address sensitive
of the key approaches through which issues such as their own leadership and
leadership within complex organisations can management style, or who can benefit from
be developed. support in facing key issues on their
Ashridge has a pool of over 60 coaches who business agenda. Some examples of our
combine senior level business experience, coaching interventions are board level
organisation consulting experience and coaching, first 100 days coaching, transition
coaching expertise. They use a range of coaching, top talent coaching and senior
sound psychological theories and proven women coaching.
methods from the fields of coaching,
counselling, psychotherapy and
organisational development. Every coaching
assignment is tailored to the needs of the
individual or organisation, with coaches
matched accordingly. Our executive
coaching offering is focused around three
areas, in recognition of the different ways
that leaders work within organisations:
• Executive coaching on an individual basis
• Team coaching
• Developing a coaching culture within
organisations.

14 +44 (0)1442 841380 | www.ashridge.org.uk/coaching


Team coaching and development
Effective teams are vital to successful
organisations. Our coaches work with senior
teams to help them build effective working
relationships and understand the dynamics
within their team. The aim of this work is to
enable the team to hold higher quality
conversations. Out of good conversations
come good ideas, decisions and direction.
We use existing processes such as regular
meetings to help teams increase their
effectiveness. Using appreciative feedback
and observing everyday interactions, we can
help teams to understand how the way that
they operate helps and hinders effective
working.
Through these reviews, our coaches facilitate
the team in implementing change. We often
combine this work with individual executive
coaching.
Developing a coaching culture
It is our experience that the most successful
organisations are those that have the skills of
listening, enquiry and exploration embedded
in their culture. These skills are fundamental
to being a good coach – and part of our
mission as coaches is to help develop these
skills within client organisations. As experts in
coaching, culture and development we can
support organisations in embedding a
coaching culture. In organisations with a
coaching culture, leaders value their own
personal coaching, provide coaching support
to teams and develop managers’ coaching
skills throughout the organisation.
The Ashridge Coaching for Organisation
Consultants programme (see page 35) for
individuals seeking to develop their individual
coaching skills can also be tailored to the
requirements of an organisation. We design
tailored programmes to help develop the
fundamental skills that managers need to
support their teams, and provide supervision
processes to support internal coaches and
facilitate their ongoing learning.
Ashridge Centre
for Coaching
This centre for excellence in the field of
executive coaching was created in 2006 to
consolidate and further develop Ashridge
coaching in the UK and internationally.
The role of its Director, Erik de Haan, is to
ensure that Ashridge coaching continues
to be the best available, fully compliant
with the highest European standards.
The centre co-ordinates research into
coaching, in order continually to refresh
and develop our coaches’ approaches
and thinking. It also publishes a steady
stream of articles and books.
Dr Erik de Haan
In our commitment to maintain and raise Director
standards in the executive coaching
Ashridge Centre for Coaching
profession, Ashridge develops and
accredits coaches through the Coaching
for Organisation Consultants programme
(see page 35) and the Ashridge Masters in
Executive Coaching (see page 17).
Our rigorous approach to accreditation is
complemented by the provision of both
individual and group supervision for both
Ashridge and external coaches.
“One to one coaching is the best development.
Its effectiveness grows with your level of experience.
In an age of customisation, this is the ultimate tailored
solution for individual leadership development”
Senior Executive
Vertu
15
 Ashridge Consulting
Masters and Doctoral programmes...

Ashridge Masters in Organisation

Consulting (AMOC)

The Ashridge Masters in Organisation
Consulting (AMOC) is an MSc with a unique
combination of personal learning and
theoretical challenge. Equally valued by
external and internal consultants, change
agents and facilitators, its experiential
approach to learning is designed to build
upon participants’ existing consulting skills,
provoke self reflection and integrate new
learning into their practice right from the
start. The programme starts in January
and is part time over two years, involving
nine 3-day workshops at Ashridge, a 5-day
workshop at Case Western Reserve
University in Cleveland, USA and
a final dissertation.
‘You have to go into this programme with an
open mind and look upon it as a personal
growth and development opportunity, not
just a qualification. It challenged and
developed me in ways I least expected, and
its effect on my consulting practice is easily
as strong today as during the programme
two and three years ago. It has benefited my
practice immeasurably – my clients are
delighted at my insight, my contribution and
the emergent changes in me as a person in
terms of how I consult. My boss says it is the
best Return on Investment she has received
in 30 years of management.’
Trevor Hall
Vice-President, HR and Organisation
Hydro Aluminium Metal

``AMOC enables participants to

make real changes in the way they
consult to organisations, through
a powerful mix of personal and
theoretical challenge´´
Kathleen King
Programme Director
16
...for consultants and coaches

Ashridge Doctorate in Organisation Ashridge Masters in Executive

Consulting (ADOC) Coaching (AMEC)

The Ashridge Doctorate in Organisation In 2007, Ashridge launched the Ashridge

Consulting (ADOC) has been created for Masters in Executive Coaching (AMEC).
consultants who want to develop their This is an MSc for consultants and coaches
consulting practice to an even higher level. who want to demonstrate that their executive
Through conducting a rigorous action inquiry coaching is based on a sound foundation of
into their daily practice, participants develop business experience, psychotherapeutical
their reflexivity. Participants and faculty work and behavioural knowledge, and quantitative
together in workshops, masterclasses and research.
supervision groups, establishing a Participants draw on the expertise and
community of practice and learning. Thus, research of the Ashridge Centre for
the individual’s research will not only benefit Coaching. During the programme
their personal practice, but also contribute to participants are assessed to become
a collective learning experience as well as to Ashridge accredited coaches.
the body of theory in the field of organisation
consulting. The programme is part-time over Participants, who are typically organisation
four years. consultants, internal consultants and
practising coaches, start their Masters
ADOC and AMOC participants work together programme by undertaking the Coaching for
for the first 18 months, undertaking the first Organisation Consultants programme
ten workshops of AMOC, gaining a (see page 35) and keeping a ‘reflective
grounding in the philosophy and theory learning log’ which draws on literature study
which inform the programme. They can then and their own practice as coaches. They
choose the Doctoral pathway (a further 3½ then embark on a second year’s learning,
years), or to complete the Masters with a comprising a further four workshops,
dissertation (six months). coaching supervision and an MSc thesis
based on real case studies.

+44 (0)1442 841380 | www.ashridge.org.uk/qualifications 17


In the field of executive education, Ashridge
is consistently ranked as one of the world’s
The Ashridge MBA leading business schools. For example, our
EMBA programme is placed in the top 10 in
the UK and our full-time MBA is ranked in the
top 20 in the world. Ashridge is one of fewer
than 30 schools worldwide to achieve triple
accreditation from AMBA, EQUIS and
AACSB – the UK, European and American
accreditation bodies.
Ashridge runs two MBA programmes; a
one-year full-time MBA, which starts in
January, and a two-year EMBA programme,
which starts in September.
18
Our full-time MBA provides an integrated
approach to learning and is centred around
five key themes: the global business
environment, managing the organisational life
cycle, creating value, business in society and
leading change.
One of the reasons for the success of the
Ashridge MBA is its approach to learning
that emphasises practical application and
value to the business. Both MBA
programmes give participants the
opportunity to put into practice all they have
learned via a ‘live’ consulting project.
Participants work with a client organisation
or with their employer to deliver a major
strategic consulting assignment.
+44 (0)1442 841483 | www.ashridge.org.uk/mba
Participants from the 2008 full-time MBA
The Ashridge MBA also includes an
international study week, which is designed
to consolidate learning by giving participants
direct experience of the complex issues
faced by businesses in an emerging market.
Class sizes are small, which means
participants benefit from individual attention
and an interactive learning style. Ashridge
MBA students have rich and diverse
professional backgrounds, which makes for
one of the most experienced participant
cohorts in the business school world. Our
faculty have all been high achieving business
professionals and many of them now consult
to organisations across the world.
Dan Gray
Full-time MBA 2007
It’s one thing to know you’re an expert in your chosen
field; it’s quite another to feel you can walk into almost
any business situation and add real value. Working at
Operating Board level with Sainsbury’s has given me
tremendous confidence in my ability to cut it as a
consultant.
“Having Dan work with us for his MBA project proved
immensely valuable. His MBA experience provided an
additional layer of rigour to our strategic creativity,
generating valuable insights for Sainsbury’s and a
methodology that SAS will continue to apply.”
Kevin Keohane
Client Partner, SAS
(part of Publicis Consultants | UK)
For businesses looking to
recruit an MBA graduate into
their organisation, Ashridge can
offer a pool of experienced and
talented individuals, who are
available for MBA projects
and/or permanent recruitment
positions.
Louise Hancox
Head of Commercial Finance, UniChem Limited
(part of the Allianz-Boots Group)
EMBA 2006 – 2008
I chose Ashridge because I wanted to learn as much
from the people around me as I would from textbooks,
lectures and case studies, so the higher average age of
participants was obviously important. The emphasis on
softer skills development and the stunning learning
environment were also influential in my decision to
choose Ashridge.
I am now coming to the end of my MBA, so looking back
over the past two years, the programme has been a real
catalyst for me in thinking about the wider business.
As a finance professional, it is easy to focus on the
financial considerations in decision-making, but I now
find myself thinking about people factors, operational
impacts and the longer-term strategic consequences
of business decisions.
Dan Gray
The Ashridge
Diploma in General
Management
The Diploma in General Management
provides practising managers with a flexible
route to achieving a post-graduate business
qualification. The flexibility comes from
allowing each individual participant to
schedule their study workload to take into
account work and personal circumstances.
The Diploma is delivered via a combination
of Ashridge programmes (see page 23) and
self-managed learning and takes up to three
years to complete. The Diploma is aimed at
managers with at least five years’
professional experience and a demonstrable
career track record to date. It is important
that participants are supported by their
employer, since many of the assessments
are work-related.
The syllabus covers eight areas: strategy and
general management, finance, marketing,
operations management, human resource
management, information systems
management, leadership, team work, and
personal skills development. Over the past
13 years more than 200 managers have
registered on the Diploma from a wide variety
of public, private and not-for-profit
organisations from around the world.
Successful performance on the Diploma can
serve as a stepping stone, leading onto the
second year of the Executive MBA.
+44 (0)1442 8411133 | www.ashridge.org.uk/diploma 19
 Research
There are two main strands of Ashridge
research. First, we explore subjects of
relevance to practising managers; we
respond to the challenges that organisations
are facing so that our research agenda
remains focused and relevant. Secondly, we
research the processes of management
learning. This work feeds into the design of
our programmes and consultancy
engagements in order to provide clients with
the best learning and development
experience possible.
Research centres
Our six dedicated research centres are hubs
of expertise and intellectual capital
development, providing consulting services,
contract research and open programmes.
The Centre for Research in Executive
Development is our newest research centre.
Launched in early 2008, its mission is to
conduct research that improves executive
development through excellent learning
design. The Centre brings together a number
of existing research projects – including work
on innovation, Return on Investment, learning
transfer, evaluation and participative learning
– and we are keen to collaborate on joint
research ventures with like-minded
individuals and organisations.
20 +44 (0)1442 841170 | www.ashridge.org.uk/research
The London-based Ashridge Strategic
Management Centre helps large
organisations address strategic management
issues. Its directors are regular contributors
to a wide range of publications, including
Harvard Business Review, Long Range
Planning, Strategic Management Journal and
the Financial Times.
The Ashridge Centre for Business and
Society, through its research, consultancy
and partnerships, shares best practice and
helps organisations implement socially
responsible business practices.
The Ashridge Leadership Centre and
Ashridge Public Leadership Centre (page 9)
network with practitioners and researchers,
and conduct contract research on behalf of
a range of organisations.
The Ashridge Centre for Coaching (page 15)
has a prolific publication record in both
academic and practitioner journals, and
regularly profiles its research at conferences.
The Centre runs the Ashridge Masters in
Executive Coaching and Coaching for
Organisation Consultants programmes,
strongly informed by the Centre’s research
into effective coaching practice.
Share our learning
You can access a wide range of books,
articles and conference papers published by
Ashridge faculty through our website
www.ashridge.org.uk/publications.
Twice yearly, 360° – the Ashridge Journal
reports our very latest thinking, while
Ashridge Consulting’s innovative practice
is captured in Converse.
In addition to our own research and
publications, the Learning Resource Centre
provides access to a vast range of learning
materials and information for programme
participants, Ashridge alumni and corporate
subscribers. Our professional librarians are
on hand to make sure that you can find what
you want as quickly and easily as possible,
and provide support in information retrieval.
Psychometrics
Ashridge Psychometric Services (APS)
bring together a wide range of
questionnaires, inventories, personality
tools and 360˚ instruments to assist
programme participants and organisations
to develop, build and implement tailored
competency and behaviour frameworks.
One of the 360˚ instruments, created
in-house and used by a wide range of
Ashridge programmes and clients, is the
Ashridge Inventory of Management Skills
(AIMS) – an online competency based
instrument. AIMS can also be tailored to an
organisation’s own competency framework,
used as a stand alone feedback document
or in conjunction with other psychometric
instruments such as personality
questionnaires. It is invaluable as a
coaching tool or for other informal
development approaches and can be
used to provide specific feedback to
individuals to enable them to tailor their
learning experiences. APS can supply
and score 360º reports and other
psychometric instruments, as well as
accrediting organisations to run their own
feedback sessions.
+44(0)1442 841030
www.ashridge.org.uk/psychometrics
Blended learning
Wherever they might be, Ashridge clients have the ability
to access our learning materials via the web or their
organisation’s Intranet by logging onto the Virtual
Learning Resource Centre (VLRC). This unique tool
harnesses Ashridge’s experience in management and
organisational development to deliver learning material to
the busy manager’s desktop 24/7. Current content
includes a series of over 60 Ashridge-written Learning
Guides on topics that include Emotional Intelligence,
Influencing, Leadership, Managing Change and Talent
Management. Users also have access to over 300
in-depth book reviews and to a database of over 200
business and management journals from Infotrac.
Other content includes sector and country information
and access to e-books from the Management
Pocketbook range. New content is added each month,
driven by the needs of Ashridge’s clients and keeping
subscribers up to date with the very latest in
management thinking and techniques.
Over 200 private and public sector organisations
currently subscribe to the VLRC including FTSE 100
listed companies and global corporations. For many of
these we have developed customised websites
reflecting the organisation’s own corporate identity.
These provide access to learning materials mapped to
their competencies and include Ashridge materials on
management and leadership. A learning portal like
this has been developed for one of the world’s largest
airlines – easyJet.
+44 (0)1442 841487 | www.ashridge.org.uk/vlrc
easyJet Learning
The learning portal developed by Regan Bunny comments: “We are making
Ashridge for easyJet allows the entire use of the VLRC’s resources as a valuable
easyJet workforce, from cabin crew to addition to our existing learning material.
administration, access to resources We are also working with Ashridge on
necessary for their personal adding more bespoke content specific to
development. our industry and look forward to
To achieve this, Ashridge worked closely increasing the online resources as the
with easyJet to understand the company Ashridge technology develops.”
vision and tailor the online resources and The VLRC team also played a significant
content to be specific and relevant to role in the successful launch and
easyJet’s competencies and values. integration of easyJet learning which has
As well as linking to relevant online now become the starting point for all
content, a set of easyJet training courses easyJet training and development activity.
was also incorporated into the website.
“Tailoring the VLRC allowed us to make a tailored fit
with the easyJet look and feel. At the same time it
highlights values and behaviours relevant to easyJet’s
needs and requirements and encourages self
development within the organisation”
Regan Bunny
Training and Development Consultant
easyJet
21
 Open enrolment programmes 2009
Ashridge has a portfolio of open enrolment programmes that
will deepen your knowledge, broaden your horizons, hone your
skills and boost your confidence. You will not only meet your
learning goals but also gain insights into yourself, your
business and your environment.
Our faculty
Our programme directors and faculty are actively involved in
their areas of expertise, regularly working as consultants at the
sharp end of business. They will welcome you to Ashridge as a
peer, not a pupil. They also know how to ensure that you get
the maximum return on your investment and experience a real
difference in your working life.
Our participants
On any programme you will meet people from a diverse range
of organisations and countries, allowing you to benchmark
yourself and your organisation. You will form valuable
relationships that often continue beyond the programme. You
will be able to immerse yourself fully in the learning experience,
thanks to Ashridge’s world-renowned location and facilities.
You will also be entitled to all the continuing networking
opportunities and benefits enjoyed by Ashridge alumni.
Our learning philosophy and style
The Ashridge style is interactive, pragmatic and highly
participatory. Rather than tell you all the answers to every
challenge you are likely to face in your career, we equip you to
ask the right questions that will lead you to the best quality
answers. We are passionate about our highly interactive
approach to learning and development and for this reason our
group sizes are intentionally small, typically 12-30 participants.
This gives you the opportunity to individualise your learning,
often including one-to-one discussions with the faculty team
on your own specific development objectives. You may begin
your programme even before you come to Ashridge, perhaps
with pre-work or an initial discussion with your coach, and it
may even continue after you leave.
22 BOOKING AND INFORMATION HOTLINE  +44 (0)1442 841026  |  www.ashridge.org.uk/open
Ashridge programmes are carefully designed to accommodate
all styles of learning and they are all underpinned by the same
learning philosophy; that people learn best when they are
actively involved in their own development. You will have many
opportunities to hear tutors’ latest thinking or best practice, but
you are not a passive spectator. You may take part in
computer-based business simulations and role play exercises
so that you practise your new skills and experiment with new
ideas. Other programmes involve ‘live cases’ where you will act
as a business consultant to an organisation with real issues to
solve. On some programmes you will take part in outdoor
learning exercises to provide you with first hand experience of
working effectively in high performing teams.
Our new ideas
Ashridge is always at the forefront of innovation. For 2009
we have a range of one-day events and other innovative
development activities. These are designed as short learning
experiences on topics at the top of your agenda. Full details
will be announced on the Ashridge website and in regular
programme updates.
Our invitation to you
People tell us they think of Ashridge as their personal business
school: a place to learn, reflect and even unwind, hosted by a
committed team and backed up with impressive learning and
leisure resources. Our team of programme co-ordinators and
faculty are always ready and happy to help, and while you will
find full details of all Ashridge open enrolment programmes on
our website, we will be delighted to help you think through your
specific requirements – so please give us a call.
At Ashridge or away
Do you have a group of managers who would benefit
from attending the same programme? If so, Ashridge is able
to deliver most open programmes specifically for your
organisation. The programmes can be held at Ashridge or
at another venue of your choosing. Just ask us!
Our open programmes are the next natural step
in your professional development.
 “Ashridge is an unparalleled place to study
and learn. The superb setting, dedicated
support and personal approach to learning
make it a truly life changing experience”
Brett Joyal
MBA 2007
Senior Consultant, Financial Services, Deloitte

38
The Ashridge experience
Ashridge’s splendour is breathtaking. Despite the grandeur, there is something
Approached through acres of National Trust highly personal about Ashridge. Whether at
parkland, the magnificent neo-Gothic house, the reception desk, in the dining rooms or in
with its chapel spire, turrets and towers, the state of the art teaching rooms, individual
stands amidst rolling lawns, beautiful flower needs, comfort and convenience are of the
beds and rose and herb gardens. highest priority.
In addition to the wonderful environment,
the quality and variety of food – prepared by
award winning chefs – is legendary. It is not
surprising that Ashridge is also one of the
country’s most sought after conference and
wedding venues as well as a world class
business school. People who come to Ashridge
rarely come here just once.
Come and experience the
Ashridge difference.

39
 design | www.redsky.biz
Ashridge’s international
offices are located in:
Benelux
Email: benelux@ashridge.org.uk
Central and Eastern Europe
Email: eeurope@ashridge.org.uk
Ashridge works globally from its base located 50 kilometres north-west of London, China
near Berkhamsted in Hertfordshire, within easy reach of London’s four international airports: Email: china@ashridge.org.uk
Heathrow, Gatwick, Luton and Stansted; and the main rail and motorway networks. Denmark
Email: denmark@ashridge.org.uk
A detailed map and directions can be downloaded from www.ashridge.org.uk/map Germany
£
Email: germany@ashridge.org.uk
India
Email: india@ashridge.org.uk
Middle East
,UTON
!SHRIDGE Email: middle.east@ashridge.org.uk
3TANSTED Norway
"ERKHAMSTED
3TATION Óx Email: norway@ashridge.org.uk
Sweden
{ä
Email: sweden@ashridge.org.uk
Turkey
{ Email: turkey@ashridge.org.uk
,ONDON Other regions
(EATHROW
Email: international@ashridge.org.uk

Ó
Î Ashridge
ÓÎ Óä Berkhamsted
'ATWICK $OVER Hertfordshire HP4 1NS
United Kingdom
%URO4UNNEL Tel: +44 (0)1442 843491
Fax: +44 (0)1442 841209
www.ashridge.org.uk

Registered as Ashridge (Bonar Law Memorial) Trust

Charity number 311096.

www.ashridge.org.uk