Urwick Management Consultants

Projects

  • India

    The project (funded by UK’s DFID) was to review the current standard of training & institutional support needs for Department of Banking Supervision in order to meet international banking standards as defined by the Basle II accord.

    Gordon Gullan was a member of a three-expert mission team (for PricewaterhouseCoopers) that undertook a full assessment and performance evaluation of the three national Bankers’ Training institutes run by the Central Reserve Bank in Mumbai, Chennai & Delhi. The recommendations for change were presented to all the senior management of the Supervision Department in Mumbai.

  • Tanzania

    The overall project, funded by the EC's Centre for Development of Enterprise (CDE - Brussels), was aimed at developing the business skills of the owners/directors of 22 small enterprises in the roads construction and maintenence business, to help them better target, gain financing support through prepsration of professional business plans and thus win more government contracts with inproved project performance. A team of 3 Urwick members led four modules of the Training Programme, following which Gordon Gullan mentored each of 12 SMEs with greatest interest in inproving and developing their business supported by a relevant and effective business plan.

  • Uganda

    UK’s DFID is funding a six-year Transformation Programme to restructure the Uganda Revenue Authority (URA) to a modern revenue entity. PricewaterhouseCoopers (PwC) was DFID’s fund manager and, as an adjunct to the overall Transformation Programme, contracted Gordon Gullan and James Mitchell to prepare and deliver the Change Management Development Programme to the entire management of URA. This also included training of selected staff as trainers to sustain the programme to the remainder of URA’s staff.

  • Vietnam

    This was one of approx 15 consultancy packages in support of the World Bank-funded modernisation of the General Department of Customs (GDVC). Urwick Group members Michael Watts and Alan Gilmour were appointed to develop a modern HR Strategy for GDVC. Due to delays in other components, it was not possible to complete the project in the original timescale, which resulted in the assistance being spread over four missions.

  • Poland

    Following the break-up of the Soviet Union and the transformation from a command economy to a market orientated system, with a growing reliance on a strong private sector, the Partner in Charge of the newly established Price Waterhouse office recognised the value of offering an executive search service, in order that his office could provide a complete range of services to organisations building businesses in Poland (both Foreign Direct Investors and local).

    James Mitchell established the practice, recruiting local staff (some with overseas experience) and then training and mentoring the new consultancy team to run the operation. All existing international clients and all clients new to the country were visited and substantial business won. This success was maintained and built upon after completion of the assignment.

  • Serbia

    This project formed a component of the nine month extension of the main institutional strengthening project for EPS (cited separately). It was aimed at developing the selection and assessment skills of the management, to improve the quality of recruitment, staff development and training needs analysis within the organisation to bring it into line with similar organisations in the European Union. This entailed James Mitchell in developing and facilitating a programme to train and mentor senior HR managers and trainers, who would then cascade the skills through the organisation.

  • Pakistan

    This project was initiated mid-2006 to support the HRM Wing during the implementation of a 5-year World Bank-funded Tax Administration Reform Programme (TARP). Alan Gilmour was appointed to provide a range of technical advisory services and coaching to the Head of HRM and HRM Wing staff at the Federal Board of Revenue (FBR). Initially a part-time contract over 18 months, the arrangement was extended for a further 12 months. As part of the HR support, Gordon Gullan, was brought in to design and facilitate a change management workshop for all Board members and to assess the feasibility of running a Management Development Programme for the Board Members and senior managers of FBR. Detailed proposals were developed for an organisation wide review of all training throughout FBR at Karachi and Lahore Centres.

  • China

    The aim this 3-year programme for the Government of China, under £19M DFID funding, was to help accelerate State-Owned Enterprise (SOE) reform by undertaking pilot programmes in Sichuan and Liaoning Provinces, so developing models for implementing the reform policies that could be replicated throughout China. The Enterprise Restructuring component focused on loss-making state enterprises suitable for restructuring and privatisation, while the Enterprise Development programme was aimed at the SME sector to provide support and access to financing through Credit Guarantee Funds. Gordon Gullan was responsible for providing the assistance in training needs assessment, and design of a programme in business consultancy process skills for the consultants and staff of each of the six Restructuring Agencies. He tutored and facilitated the entire series of residential programmes in each of the provinces with the assistance of a team of five interpreters. He also designed and delivered a special management training programme for the entire management staff of the six Credit Guarantee Funds, set-up to support the SME sector.

  • Mozambique

    Chris Bailey wrote part of the inception report on the Ministry identifying several key issues which need to be addressed during the lifetime of the project (funded by Norwegian Aid). Subsequently, he reviewed the organisation and operational effectiveness of parts of the Ministry including the HR department and the Planning department. Recommendations for improvement were made and implementation of recommendations will begin shortly.

  • Serbia

    Gordon Gullan was Project Manager & Team Leader for two years for the EAR funded project (total cost €2 million) to plan, design, develop and deliver a set of management development and specialist training programmes to prepare Serbia's EPS for reform and restructuring to enter the European electricity market system under agreements with the South-East European regional market.

    Chris Bailey participated for the HR management training programme, while James Mitchell led the development of assessment & selection methods & skills for the trainers and HR Department staff. A team of ten trainers was identified, assessed and trained to continue the general management programme.

    The project was extended to include assistance to set up a modern HR Function within the entire organisation, designed by Chris Bailey, and provision of three senior level UK study tours.

  • United Kingdom

    Having already carried out a pilot scheme, in a small number of branches, Boots plc, the UK’s largest pharmaceutical retail organisation, was expanding its already comprehensive portfolio by offering in-house Dentistry and Podiatry services to complement its successful Optical practice.

    James Mitchell was one of a small team of associate recruitment experts selected to support the group’s HR Department, based in Head Office in Nottingham.  Assessment centres were held in the City of London and comprised competency based interviews, the observation of presentations and group exercises and a technical (medical) interview carried out by senior dental and podiatry experts from within the group. 

    Some thirty practices were established in existing Boots stores, throughout the UK.

  • Uganda

    UK's DFID was part-funding a six-year Transformation Programme to restructure the Uganda Revenue Authority (URA) to a modern revenue entity. PricewaterhouseCoopers (PwC) was DfID’s fund manager and, as an adjunct to the overall Transformation Programme, contracted Alan Gilmour first to assist the client’s HR Modernisation Team to revise/update the HR components of the Programme Plan, and later to conduct a review of training activity and develop a training strategy

  • United Kingdom

    Barclays, the international banking group was enjoying a period of rapid growth and required substantial numbers of new branch and office staff, from trainee to management levels.  James Mitchell was one of a team of associate recruitment experts selected to help satisfy the requirement.  Following initial telephone interviews, selected candidates attended assessment centres that tested them in competency based interviews, role plays, group exercises and presentations (depending on their seniority).
    Following the success of this programme, Barclays senior management chose members of the team to provide training, in selection and assessment techniques, to their line managers, to enable them to recruit staff in the longer term, to select candidates for promotion and to address individual training needs.

  • Egypt

    The EC-funded Trade Enhancement Programme TEP-C (€3.5million over 30 months) was designed to overhaul and reform the functions of the Egypt Customs Administration (ECA). Component IV of the TEP called for the training of all ECA’s senior and middle managers focusing on planning and managing change under reform driven by modernaisation of all ICT systems. This €0.7 million project component was designed to deliver, on behalf of the Customs Reform Unit, the necessary intensive residential programmes under a tight schedule over 10 months.

  • Indonesia

    A World Bank-funded project to review and develop ICT solutions and new operational model for establishing fully integrated information support technology to simplify all goods transactions in imports & exports. The “Single Window” concept is being rolled out throughout the ASEAN region.

    The aim was to develop the tendering documentation for full implementation including all aspects for managing change of associated government organisations and agencies.