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Rial<strong>to</strong><br />
Productivity Breakthroughs<br />
Through People<br />
www.rial<strong>to</strong>consultancy.com
RIALTO<br />
We at Rial<strong>to</strong> help leaders <strong>and</strong> organisations <strong>to</strong> experience productivity breakthroughs<br />
through people. The key <strong>to</strong> susta<strong>in</strong>ed leadership success is <strong>to</strong> focus<br />
both on productivity improvement AND employee engagement. <strong>You</strong> optimize<br />
success when your people are teamed up with you <strong>to</strong> optimize productivity<br />
<strong>and</strong> bus<strong>in</strong>ess results.<br />
We at Rial<strong>to</strong> are bus<strong>in</strong>ess <strong>and</strong> leadership<br />
transformation specialists. We are problem<br />
solvers, partners <strong>and</strong> pioneers. We deliver<br />
transformation <strong>and</strong> change management solutions<br />
which secure exceptional results.<br />
Rial<strong>to</strong> Consultancy has been help<strong>in</strong>g thous<strong>and</strong>s<br />
of leaders <strong>and</strong> hundreds of bus<strong>in</strong>ess<br />
<strong>to</strong> succeed. It helps organisations <strong>to</strong> experience<br />
breakthroughs <strong>in</strong> productivity AND<br />
employee engagement at <strong>the</strong> same time. It<br />
helps executives <strong>to</strong> become great leaders <strong>and</strong><br />
<strong>to</strong> advance <strong>the</strong>ir careers.<br />
We have partnered with clients from a broad<br />
range of <strong>in</strong>dustries, from <strong>the</strong> world’s largest<br />
companies <strong>to</strong> medium-sized organisations. We<br />
have assisted over 300 public <strong>and</strong> private<br />
sec<strong>to</strong>r corporate clients <strong>to</strong> develop <strong>the</strong> strategies,<br />
capabilities, <strong>and</strong> people that will take<br />
<strong>the</strong>ir organisations <strong>to</strong> <strong>the</strong> next level. Should<br />
people need <strong>to</strong> leave <strong>the</strong> organisation, we<br />
help <strong>the</strong>m <strong>to</strong> re<strong>in</strong>vent <strong>and</strong> re<strong>in</strong>vigorate <strong>the</strong>ir<br />
careers <strong>in</strong> a new direction through our highly<br />
rated executive transition programmes.<br />
At Rial<strong>to</strong> we still believe <strong>in</strong> old fashioned<br />
values like <strong>in</strong>tegrity, quality, trust, <strong>and</strong> collaboration,<br />
<strong>and</strong> we also know that we need<br />
<strong>to</strong> foster <strong>and</strong> encourage <strong>in</strong>novation. We have<br />
<strong>the</strong> courage <strong>to</strong> question <strong>the</strong> status quo <strong>and</strong><br />
<strong>to</strong> seek out new solutions for <strong>the</strong> <strong>in</strong>creas<strong>in</strong>gly<br />
difficult challenges our clients face with <strong>the</strong><br />
VUCA world.<br />
Whe<strong>the</strong>r we are help<strong>in</strong>g <strong>to</strong> transform <strong>the</strong><br />
performance culture, or attract rare talent <strong>in</strong><strong>to</strong><br />
an organisation, or support<strong>in</strong>g <strong>in</strong>dividuals <strong>to</strong><br />
re<strong>in</strong>vent <strong>the</strong>ir careers when <strong>the</strong>y transition<br />
<strong>to</strong> seek out new challenges, our team can<br />
be relied upon <strong>to</strong> deliver <strong>the</strong> best possible<br />
outcomes.<br />
With <strong>in</strong>-depth experience <strong>in</strong> assist<strong>in</strong>g bluechip<br />
organisations succeed through <strong>the</strong>ir people,<br />
Rial<strong>to</strong> consultants have facilitated some<br />
of <strong>the</strong> most complex change management <strong>and</strong><br />
bus<strong>in</strong>ess improvement programmes.<br />
We have won a number of awards for our<br />
work. These <strong>in</strong>clude:<br />
• 2015 W<strong>in</strong>ner: Bus<strong>in</strong>ess <strong>and</strong> Leadership<br />
Transformation Specialists - UK (Corporate<br />
Livewire Global Awards)<br />
• 2015 W<strong>in</strong>ner: Transition Coach<strong>in</strong>g Consultant<br />
of <strong>the</strong> Year (M&A Today Global)<br />
• 2015 & 2014 W<strong>in</strong>ner: UK Transition<br />
Coach<strong>in</strong>g Consultant of <strong>the</strong> Year (ACQ5<br />
Global Awards)<br />
• 2014 W<strong>in</strong>ner: Transition Coach<strong>in</strong>g Consultant<br />
of <strong>the</strong> Year (Corporate INTL Magaz<strong>in</strong>e<br />
Global Award)<br />
• 2013 F<strong>in</strong>alist: CIPD People Management<br />
Award<br />
• 2013 F<strong>in</strong>alist: HR Dist<strong>in</strong>ction Award <strong>in</strong><br />
Add<strong>in</strong>g Value category<br />
• W<strong>in</strong>ners of Outst<strong>and</strong><strong>in</strong>g Organisation of<br />
<strong>the</strong> Year (SME) (CMI National Management<br />
& Leadership Awards)<br />
We have an enviable record of help<strong>in</strong>g organisations<br />
improve leadership effectiveness,<br />
employee engagement, <strong>and</strong> ultimately productivity<br />
with an impressive return on <strong>in</strong>vestment.<br />
Why not contact us <strong>to</strong> hear a worthwhile,<br />
unbiased, <strong>and</strong> objective outside perspective?<br />
Richard Chiumen<strong>to</strong><br />
Chief Executive Officer
We start by help<strong>in</strong>g you <strong>to</strong> establish a productivity<br />
AND employee engagement basel<strong>in</strong>e<br />
We develop productivity <strong>and</strong> employee engagement basel<strong>in</strong>es for your organisation.<br />
We help you <strong>to</strong> know how your functions <strong>and</strong> processes compare with<br />
<strong>the</strong> best. We help you <strong>to</strong> make significant productivity improvements <strong>and</strong> build a<br />
passionate culture of excellence.<br />
With solid basel<strong>in</strong>es <strong>in</strong> h<strong>and</strong>, we help you <strong>to</strong><br />
identify improvement opportunities with <strong>the</strong><br />
greatest potential return on <strong>in</strong>vestment.<br />
PRODUCTIVITY<br />
We def<strong>in</strong>e your processes by develop<strong>in</strong>g an<br />
enterprise process model for your organization.<br />
This helps everyone <strong>to</strong> underst<strong>and</strong> <strong>the</strong> major<br />
functions <strong>and</strong> how <strong>the</strong>y work <strong>to</strong>ge<strong>the</strong>r <strong>to</strong> deliver<br />
products <strong>and</strong> services <strong>to</strong> your cus<strong>to</strong>mers.<br />
We identify your current productivity levels for<br />
major functions. In most cases we can quickly<br />
provide you benchmarks of how functions compare<br />
<strong>to</strong> median <strong>and</strong> <strong>to</strong>p performers. We <strong>the</strong>n<br />
help you <strong>to</strong> identify <strong>the</strong> improvement opportunities<br />
with <strong>the</strong> greatest return on <strong>in</strong>vestment.<br />
We work with you <strong>and</strong> your teams <strong>to</strong> boost<br />
your productivity by us<strong>in</strong>g best practice <strong>in</strong>sights<br />
<strong>and</strong> <strong>the</strong> tapp<strong>in</strong>g <strong>in</strong><strong>to</strong> <strong>the</strong>ir <strong>in</strong>sights. We use a<br />
rapid-results productivity improvement approach<br />
<strong>to</strong> expedite <strong>and</strong> optimize your success.<br />
EMPLOYEE ENGAGEMENT<br />
The most significant way <strong>to</strong> susta<strong>in</strong> <strong>the</strong> success<br />
of your organisation is by improv<strong>in</strong>g<br />
employee engagement. When employee engagement<br />
levels are high, employees are passionate<br />
about <strong>the</strong>ir work, <strong>the</strong> leaders <strong>the</strong>y work for,<br />
<strong>the</strong> people <strong>the</strong>y work with, <strong>and</strong> <strong>the</strong> success of<br />
<strong>the</strong> organization. We assess your employee<br />
engagement levels through surveys <strong>and</strong> more<br />
importantly through representative <strong>in</strong>terviews.<br />
We provide you best practices on how you can<br />
most effectively improve your employee engagement.<br />
<strong>Most</strong> importantly we work with you<br />
<strong>to</strong> lay-out <strong>and</strong> implement an accelerated roadmap<br />
<strong>to</strong> successfully create a highly passionate<br />
workforce.
When PRODUCTIVTY <strong>and</strong> EMPLOYEE<br />
ENGAGEMENT are focused on at <strong>the</strong><br />
same time <strong>in</strong> a smart <strong>and</strong> collaborative<br />
way, you develop passion <strong>and</strong> synergy<br />
<strong>in</strong>stead of a destructive “management<br />
vs. employee” environment.<br />
We excel at change management<br />
Recent studies from McK<strong>in</strong>sey’s Harvard Bus<strong>in</strong>ess<br />
School <strong>and</strong> The Institute of Management<br />
suggests that traditional models of restructur<strong>in</strong>g<br />
do not deliver <strong>the</strong> promised results <strong>and</strong> traumatise<br />
<strong>the</strong> workforce. O<strong>the</strong>r studies bear out that 70% of<br />
change <strong>in</strong>itiatives fail.<br />
The <strong>to</strong>pic of change has been a <strong>to</strong>p long-st<strong>and</strong><strong>in</strong>g<br />
priority for Rial<strong>to</strong>. It has conducted detailed research,<br />
<strong>and</strong> has implemented an award w<strong>in</strong>n<strong>in</strong>g<br />
methodology which offers organisations fast effective<br />
change management alternatives <strong>to</strong> adapt <strong>to</strong><br />
new markets <strong>and</strong> improve overall bus<strong>in</strong>ess performance<br />
<strong>and</strong> w<strong>in</strong> with cus<strong>to</strong>mers.<br />
There are many reasons that restructur<strong>in</strong>g <strong>and</strong><br />
change <strong>in</strong>itiatives <strong>in</strong> general fail. One is <strong>the</strong> failure<br />
of organisations <strong>to</strong> focus. Often managers <strong>and</strong><br />
employees receive several conflict<strong>in</strong>g messages<br />
<strong>and</strong> priorities. This makes it a challenge <strong>to</strong> know<br />
what <strong>to</strong> do at a practical level.<br />
Often leaderships’ behaviour doesn’t demonstrate<br />
real support. They may provide lip service but<br />
often really don’t buy-<strong>in</strong>.<br />
Often <strong>the</strong>y are anxious about <strong>the</strong> implications<br />
of <strong>the</strong> change <strong>in</strong> <strong>the</strong>ir own lives.<br />
Employees most rapidly adopt change when<br />
<strong>the</strong>y: see its immediate relevance <strong>and</strong> benefit,<br />
observe new conduct <strong>in</strong> <strong>the</strong>ir leaders, <strong>and</strong><br />
underst<strong>and</strong> how <strong>the</strong> change fits <strong>in</strong><strong>to</strong> <strong>the</strong>ir<br />
workflows.<br />
We at Rial<strong>to</strong> help you <strong>to</strong> implement rapidresults<br />
change projects. Under rapid-results,<br />
teams are not charged <strong>to</strong> simple develop recommendations.<br />
Ra<strong>the</strong>r, <strong>the</strong>y are commissioned<br />
<strong>to</strong> produce measurable results quickly. Be<strong>in</strong>g<br />
held <strong>to</strong> results, motivates teams <strong>to</strong> f<strong>in</strong>d <strong>and</strong><br />
implement solutions that work. With <strong>the</strong> right<br />
facilitation <strong>and</strong> <strong>to</strong>ols, our rapid-results teams<br />
learn how <strong>to</strong> develop solutions iteratively.<br />
This <strong>in</strong>cludes break<strong>in</strong>g <strong>the</strong>ir projects <strong>in</strong><strong>to</strong> several<br />
m<strong>in</strong>i-projects. This approach helps teams<br />
<strong>to</strong> quickly test solutions, see what works <strong>and</strong><br />
doesn’t <strong>in</strong> <strong>the</strong> real world. It helps <strong>the</strong>m <strong>to</strong> iteratively<br />
ref<strong>in</strong>e <strong>the</strong>ir solutions while deliver<strong>in</strong>g<br />
both short-term <strong>and</strong> long-term results.<br />
Employees <strong>and</strong> managers often resist change<br />
because <strong>the</strong>y honestly don’t see its relevance <strong>and</strong><br />
how it will benefit <strong>the</strong>m <strong>and</strong> <strong>the</strong> organization.
Operations (Processes)<br />
Operations improvements are generally halted, deterred, or slowed down by<br />
conflict<strong>in</strong>g agendas, politics, <strong>and</strong> <strong>the</strong> fear of change. As a third-party, we help<br />
your leaders <strong>and</strong> teams <strong>to</strong> set <strong>the</strong>se aside <strong>and</strong> <strong>to</strong> focus <strong>to</strong>ge<strong>the</strong>r on what is<br />
right <strong>and</strong> most important for <strong>the</strong> organization.<br />
We identify <strong>and</strong> review your processes by<br />
develop<strong>in</strong>g an enterprise process model. This<br />
important macro view helps all parties <strong>to</strong> quickly<br />
underst<strong>and</strong> <strong>the</strong> major functions <strong>in</strong> your organization,<br />
<strong>and</strong> how <strong>the</strong>y work <strong>to</strong>ge<strong>the</strong>r <strong>to</strong> deliver<br />
products <strong>and</strong> services <strong>to</strong> your cus<strong>to</strong>mers.<br />
We <strong>the</strong>n identify <strong>the</strong> productivity levels for your<br />
major functions. In most cases, we can provide<br />
you quick benchmarks from our knowledge<br />
reposi<strong>to</strong>ries of how your processes compare <strong>to</strong><br />
median <strong>and</strong> <strong>to</strong>p performers.<br />
We <strong>the</strong>n help you <strong>in</strong> identify<strong>in</strong>g those operations<br />
with <strong>the</strong> greatest short-term <strong>and</strong> longerterm<br />
improvement ROI potential. For <strong>the</strong> target<br />
<strong>to</strong>p improvement ROI processes, we work with<br />
your teams <strong>to</strong> def<strong>in</strong>e, measure, assess, <strong>and</strong><br />
make improvements. To accelerate progress, we<br />
leverage best practice <strong>in</strong>sights. We also utilize<br />
pr<strong>in</strong>ciples <strong>and</strong> methods from rapid-results, leansigma,<br />
<strong>and</strong> agile/scrum approaches. For more<br />
complicated processes, we use model<strong>in</strong>g <strong>and</strong><br />
simulation software <strong>to</strong> assess performance <strong>and</strong><br />
<strong>to</strong> <strong>and</strong> run improvement scenarios.<br />
As soon as <strong>the</strong> new or improved processes are<br />
def<strong>in</strong>ed, we utilize a deliberative practice tra<strong>in</strong><strong>in</strong>g<br />
approach <strong>to</strong> expedite <strong>and</strong> optimize mastery of<br />
<strong>the</strong> new pro<strong>to</strong>cols <strong>and</strong> skills needed <strong>to</strong> succeed.<br />
Overview of Steps<br />
1. Develop Enterprise Process Diagram<br />
2. Measure Productivity <strong>and</strong> O<strong>the</strong>r Key Performance<br />
Fac<strong>to</strong>rs<br />
3. Identify Processes with Greatest Short-Term<br />
<strong>and</strong> Longer-Term Improvement ROI Potential<br />
4. Def<strong>in</strong>e Improvements Based on Best Practices<br />
<strong>and</strong> O<strong>the</strong>r Insights<br />
5. Implement Improvements Based on Rapid-<br />
Results Approach<br />
6. Leverage Deliberative Practice Tra<strong>in</strong><strong>in</strong>g <strong>to</strong><br />
Expedite Mastery of Pro<strong>to</strong>cols <strong>and</strong> Skills
Habits, Skills, <strong>and</strong> Strengths<br />
To accelerate your success we focus on <strong>the</strong> adoption of best practices or<br />
<strong>in</strong>novations us<strong>in</strong>g our award-w<strong>in</strong>n<strong>in</strong>g change management approach. <strong>Most</strong><br />
change efforts fail <strong>in</strong> <strong>the</strong> implementation phase - <strong>in</strong> large part because clear<br />
processes, <strong>to</strong>ols, <strong>and</strong> pro<strong>to</strong>cols have not translated <strong>in</strong><strong>to</strong> practical habits <strong>and</strong><br />
ultimately <strong>the</strong> skills <strong>and</strong> strengths needed <strong>to</strong> excel.<br />
Hav<strong>in</strong>g clearly def<strong>in</strong>ed <strong>and</strong> developed processes<br />
<strong>and</strong> <strong>to</strong>ols <strong>in</strong> place is a good start, but is not<br />
enough <strong>to</strong> succeed. Employees need <strong>to</strong> have<br />
passion for <strong>the</strong>ir work, <strong>the</strong> right habits <strong>and</strong> ultimately<br />
skills, <strong>and</strong> strengths <strong>to</strong> succeed.<br />
We help your leaders <strong>to</strong> effectively lead <strong>the</strong>ir<br />
teams <strong>in</strong> acquir<strong>in</strong>g <strong>the</strong> practical habits, skills,<br />
<strong>and</strong> ultimately strengths needed <strong>to</strong> succeed.<br />
<strong>Most</strong> tra<strong>in</strong><strong>in</strong>g <strong>and</strong> development approaches don’t<br />
lead <strong>to</strong> susta<strong>in</strong>ed success. Our approach is different.<br />
athletes, etc. They clearly <strong>and</strong> specifically<br />
def<strong>in</strong>e <strong>the</strong> skills <strong>the</strong>y want <strong>to</strong> excel at. They<br />
divide those skills <strong>in</strong><strong>to</strong> t<strong>in</strong>y activities that need<br />
<strong>to</strong> be mastered. Then <strong>the</strong>y practice each activity<br />
repeatedly, <strong>and</strong> observe each time what happened.<br />
We help your employees <strong>to</strong> learn through a<br />
deliberative tra<strong>in</strong><strong>in</strong>g <strong>and</strong> practic<strong>in</strong>g approach that<br />
<strong>in</strong>cludes sett<strong>in</strong>g up systems <strong>to</strong> provide ongo<strong>in</strong>g<br />
moni<strong>to</strong>r<strong>in</strong>g <strong>and</strong> feedback.<br />
We know that deliberative practice, passion, <strong>and</strong><br />
some degree of talent are <strong>the</strong> keys <strong>to</strong> develop<strong>in</strong>g<br />
expertise <strong>in</strong> any area. Researchers have<br />
found evidence that people who atta<strong>in</strong> mastery<br />
of a field, whe<strong>the</strong>r <strong>the</strong>y are viol<strong>in</strong>ists, surgeons,
Product & Service Development<br />
We help your teams <strong>to</strong> leverage product development best practices, <strong>and</strong> <strong>to</strong> capitalize<br />
on <strong>the</strong> appropriate lean startup, agile/scrum, lean six sigma, <strong>and</strong> rapid-results<br />
pr<strong>in</strong>ciples <strong>and</strong> methodologies that expedite results.<br />
The lean startup methodology emphasizes<br />
experimentation <strong>in</strong>stead of elaborate plann<strong>in</strong>g,<br />
develop<strong>in</strong>g a just-<strong>in</strong>-time features pipel<strong>in</strong>e of<br />
requirements, build<strong>in</strong>g m<strong>in</strong>imum viable features,<br />
<strong>and</strong> validat<strong>in</strong>g that new features actually solve<br />
cus<strong>to</strong>mer problems.<br />
Scrum is a subset of Agile Development <strong>and</strong> is<br />
an iterative development approach. Scrum borrows<br />
many pr<strong>in</strong>ciples from lean sigma manufactur<strong>in</strong>g<br />
<strong>and</strong> applies <strong>the</strong>m <strong>to</strong> development.<br />
Lean Six Sigma helps <strong>to</strong> elim<strong>in</strong>ate waste <strong>and</strong> <strong>to</strong><br />
improve quality.<br />
Rapid-Results is a process that mobilizes teams<br />
<strong>to</strong> achieve results over a rapid time frame.<br />
We also leverage <strong>the</strong> wisdom of Dr. Robert<br />
Cooper’s critical success fac<strong>to</strong>rs for new product<br />
development:<br />
• Seek Differentiated, Superior Products<br />
• Up-Front Homework Pays Off<br />
• Build-<strong>in</strong> <strong>the</strong> Voice of <strong>the</strong> Cus<strong>to</strong>mer<br />
• Dem<strong>and</strong> Sharp, Stable, <strong>and</strong> Early Product<br />
Def<strong>in</strong>ition<br />
• Plan <strong>and</strong> Resource <strong>the</strong> Market Launch Early<br />
<strong>in</strong> <strong>the</strong> Game<br />
• Build <strong>to</strong>ugh Go/Kill decision po<strong>in</strong>ts <strong>in</strong><strong>to</strong> your<br />
process - a funnel, not a tunnel<br />
• Organize Around True Cross-Functional<br />
Project Teams<br />
• Attack from a Position of Strength<br />
• Build an International Orientation <strong>in</strong><strong>to</strong> <strong>You</strong>r<br />
New-Product Process<br />
• The Role of Top Management is Central <strong>to</strong><br />
Success
Leadership <strong>and</strong> Culture<br />
Overview of Projects<br />
We help you <strong>to</strong> develop a highly engaged <strong>and</strong> productive strength-based<br />
culture where employees trust <strong>the</strong> people <strong>the</strong>y work for, love <strong>the</strong>ir work, <strong>and</strong><br />
enjoy <strong>the</strong> people <strong>the</strong> work with.<br />
Gallup <strong>and</strong> The Great Place <strong>to</strong> Work Institute<br />
(producers of <strong>the</strong> “FORTUNE 100 Best Companies<br />
<strong>to</strong> Work For”) have been collect<strong>in</strong>g <strong>and</strong><br />
analys<strong>in</strong>g vast amounts of data for decades on<br />
what constitutes a great <strong>and</strong> productive workplace.<br />
Through <strong>the</strong>ir ongo<strong>in</strong>g research, it is clear<br />
that what employees want most is a trustworthy<br />
leader. In o<strong>the</strong>r words, employees want <strong>to</strong><br />
trust <strong>the</strong> people <strong>the</strong>y work for. Employees also<br />
want <strong>to</strong> have pride <strong>in</strong> <strong>the</strong> work that <strong>the</strong>y do.<br />
Fur<strong>the</strong>rmore, <strong>the</strong>y want <strong>to</strong> work <strong>in</strong> an environment<br />
of camaraderie, where <strong>the</strong>y enjoy <strong>the</strong><br />
people <strong>the</strong>y work with.<br />
People are most productive when <strong>the</strong>y are able<br />
<strong>to</strong> focus on <strong>and</strong> use <strong>the</strong>ir strengths. Gallup<br />
found, after research<strong>in</strong>g 1.4 million people <strong>and</strong><br />
50,000 teams, that <strong>the</strong>re was only one question<br />
that consistently <strong>and</strong> more effectively predicted<br />
whe<strong>the</strong>r a person was part of a high performance<br />
team. The question was, “at work, do<br />
you have an opportunity <strong>to</strong> use your strengths<br />
every day?”<br />
<strong>Most</strong> cultural improvement efforts do not succeed,<br />
because <strong>the</strong>y do not effectively address<br />
root causes. We help you <strong>to</strong>:<br />
1. Assess <strong>the</strong> current culture not only through<br />
surveys but through representative sample<br />
<strong>in</strong>terviews.<br />
2. Tra<strong>in</strong> leaders, regularly assess <strong>the</strong>ir progress,<br />
<strong>and</strong> provide <strong>the</strong>m constructive feedback.<br />
3. Provide outplacement services for those<br />
leaders who feel <strong>the</strong>y don’t fit <strong>the</strong> new<br />
culture.<br />
4. Involve leaders <strong>and</strong> employees as team<br />
members <strong>in</strong> <strong>the</strong> various change <strong>in</strong>itiatives<br />
(e.g., operations improvement, product<br />
development, skills development, strategy<br />
development) where <strong>the</strong>y get <strong>to</strong> experience<br />
first-h<strong>and</strong> what a great culture feels like.<br />
Leadership Challenges Today<br />
• Accord<strong>in</strong>g <strong>to</strong> an ongo<strong>in</strong>g study by Gallup<br />
<strong>in</strong>volv<strong>in</strong>g over 25 million employees around<br />
<strong>the</strong> world, only 13% of employees are engaged<br />
<strong>in</strong> <strong>the</strong>ir jobs. That means that only<br />
one <strong>in</strong> eight workers feel <strong>the</strong>y are mak<strong>in</strong>g<br />
a positive contribution <strong>and</strong> are committed <strong>to</strong><br />
<strong>the</strong>ir job <strong>and</strong> organization.<br />
• After analys<strong>in</strong>g <strong>the</strong> emotional <strong>in</strong>telligence<br />
profiles of a million-plus people, Travis Bradberry,<br />
<strong>the</strong> author of Emotional Intelligence<br />
2.0 <strong>and</strong> <strong>the</strong> cofounder of Talentsmart, found<br />
that on average CEOs have <strong>the</strong> lowest EQ<br />
scores of any job title. Ironically, <strong>the</strong> best<br />
perform<strong>in</strong>g CEOs are those with <strong>the</strong> highest<br />
EQs.<br />
• Based on a study conducted by Gallup from<br />
2005 <strong>to</strong> 2008, what <strong>the</strong> average person<br />
values most <strong>in</strong> a leader is: Trust, Compassion,<br />
Stability, <strong>and</strong> Hope.<br />
• Accord<strong>in</strong>g <strong>to</strong> The Great Place <strong>to</strong> Work<br />
Institute, employees most importantly want<br />
<strong>to</strong> have trustworthy leaders. Unfortunately,<br />
trust is an <strong>in</strong>creas<strong>in</strong>gly scarce commodity.<br />
Those leaders who are genu<strong>in</strong>ely trustworthy<br />
<strong>and</strong> develop trusted relationships will be<br />
<strong>in</strong> greater dem<strong>and</strong>.<br />
• Trustworthy leaders have <strong>in</strong>tegrity. They are<br />
that ones <strong>the</strong> o<strong>the</strong>rs can rely on. They care,<br />
<strong>the</strong>y want <strong>the</strong> organization <strong>to</strong> succeed, <strong>and</strong><br />
<strong>the</strong>y want <strong>the</strong>ir people <strong>to</strong> succeed.
Strategy + Implementation<br />
STRATEGY DEVELOPMENT<br />
Strategic plans are often seen as be<strong>in</strong>g <strong>in</strong>flexible<br />
<strong>and</strong> irrelevant <strong>in</strong> <strong>to</strong>day’s dynamic world.<br />
They are also looked as be<strong>in</strong>g <strong>to</strong>p-down driven,<br />
fear-based, unrealistic, with little <strong>in</strong>put from<br />
those that regularly engage with <strong>the</strong> cus<strong>to</strong>mers<br />
<strong>and</strong> do <strong>the</strong> work.<br />
In large organizations, strategies are often<br />
developed by <strong>to</strong>p executives <strong>in</strong> seclusion at lavish<br />
offsite locations. At lower levels, unit plans<br />
are typically developed by mid-level managers<br />
with<strong>in</strong> <strong>the</strong> context of <strong>the</strong> budget<strong>in</strong>g process.<br />
Consequently, strategic plann<strong>in</strong>g isn’t seen as<br />
be<strong>in</strong>g very open <strong>and</strong> strategic, but very agenda<br />
driven. Unfortunately, it is seen by many as an<br />
elitist, political affair with unsavoury characters<br />
try<strong>in</strong>g <strong>to</strong> f<strong>in</strong>agle <strong>and</strong> push <strong>the</strong>ir private agendas<br />
<strong>in</strong>stead of focus<strong>in</strong>g on <strong>the</strong> common good of <strong>the</strong><br />
organization.<br />
We help your organization <strong>to</strong> create agile<br />
strategic plans that greatly enhance <strong>the</strong> culture<br />
you seek <strong>to</strong> develop. As trust is developed,<br />
<strong>the</strong> plann<strong>in</strong>g process engages <strong>and</strong> excites your<br />
people. It taps <strong>in</strong><strong>to</strong> <strong>the</strong>ir <strong>in</strong>sights <strong>and</strong> wisdom.<br />
Simon expla<strong>in</strong>s that, “people don’t buy what you<br />
do, <strong>the</strong>y buy why you do it.” So we encourage<br />
you <strong>to</strong> start with <strong>the</strong> “why.” The “why” is <strong>the</strong><br />
“purpose, cause, or belief that <strong>in</strong>spires you <strong>to</strong><br />
do what you do.” Once you def<strong>in</strong>e <strong>the</strong> “why,”<br />
you def<strong>in</strong>e what you need <strong>to</strong> do, <strong>and</strong> “how” <strong>to</strong><br />
do it.<br />
STRATEGY IMPLEMENTATION<br />
<strong>Most</strong> fail <strong>in</strong> successfully implement<strong>in</strong>g strategy.<br />
We help you <strong>to</strong> bridge that typically wide<br />
“strategy gap.” Typically project teams aligned <strong>to</strong><br />
strategic <strong>in</strong>itiatives are formed <strong>to</strong> do <strong>the</strong>ir part<br />
<strong>to</strong> make <strong>the</strong> organizational strategy a reality.<br />
These teams focus on restructur<strong>in</strong>g, improv<strong>in</strong>g<br />
operations, reduc<strong>in</strong>g costs, develop<strong>in</strong>g products<br />
<strong>and</strong> technology, etc. Our experience <strong>in</strong> runn<strong>in</strong>g<br />
corporate project offices support<strong>in</strong>g hundreds of<br />
<strong>the</strong>se type of projects can benefit you.<br />
We help your teams <strong>to</strong> succeed by provid<strong>in</strong>g<br />
<strong>the</strong>m support, <strong>and</strong> help<strong>in</strong>g <strong>the</strong>m <strong>to</strong> leverage<br />
best-practices <strong>and</strong> important <strong>in</strong>sights from leanstartup,<br />
scrum, lean six sigma, rapid-results, <strong>and</strong><br />
o<strong>the</strong>r methodologies.<br />
As Simon S<strong>in</strong>ek advocates, we help you <strong>to</strong><br />
develop a plan that starts from <strong>the</strong> <strong>in</strong>side out.
Phased Approach - Example<br />
PHASE I: ESTABLISH BASELINE<br />
We develop productivity <strong>and</strong> employee engagement<br />
basel<strong>in</strong>es for your organisation.<br />
We help you <strong>to</strong> know how you compare with<br />
<strong>the</strong> best. With solid basel<strong>in</strong>es <strong>in</strong> h<strong>and</strong>, we<br />
help you <strong>to</strong> identify improvement opportunities<br />
with <strong>the</strong> greatest potential return on<br />
<strong>in</strong>vestment (ROI) potential.<br />
PHASE II: CONDUCT PILOTS<br />
We work with your teams on <strong>the</strong> high ROI<br />
projects based on <strong>in</strong>sights from <strong>the</strong> basel<strong>in</strong>e<br />
phase. We help <strong>the</strong> teams <strong>to</strong> accelerate<br />
<strong>the</strong>ir success <strong>and</strong> <strong>to</strong> have a great experience<br />
<strong>in</strong> do<strong>in</strong>g so. They leverage <strong>in</strong>sights from<br />
lean startup, scrum, lean six sigma, rapidresults,<br />
<strong>and</strong> o<strong>the</strong>r methodologies.<br />
PHASE III: PRE-INSTITUTIONALIZE<br />
We tra<strong>in</strong> <strong>and</strong> coach leaders <strong>and</strong> change<br />
agents <strong>in</strong> your organization <strong>in</strong> how <strong>to</strong> successfully<br />
facilite high perform<strong>in</strong>g teams <strong>and</strong><br />
<strong>to</strong> build a highly-engaged workforce. We<br />
help <strong>the</strong>m <strong>to</strong> succeed with <strong>the</strong>ir own pilot<br />
projects.<br />
PHASE IV: STRATEGY + EXECUTION<br />
We help you <strong>to</strong> develop strategies <strong>in</strong> ways<br />
that are both rigorous <strong>and</strong> excit<strong>in</strong>g <strong>to</strong> your<br />
people. We help you <strong>to</strong> turn <strong>the</strong> strategies<br />
<strong>in</strong><strong>to</strong> actionable <strong>in</strong>itiatives <strong>and</strong> projects <strong>to</strong><br />
accelerate <strong>and</strong> optimize your success.
Tarik Chawdry<br />
Employee Engagement <strong>and</strong> Change Leader<br />
Senior Direc<strong>to</strong>r, Rial<strong>to</strong><br />
• Passionate about employee engagement <strong>and</strong><br />
organizational improvement.<br />
• Senior HR executive report<strong>in</strong>g <strong>to</strong> CEO with<br />
award-w<strong>in</strong>n<strong>in</strong>g expertise <strong>in</strong> creat<strong>in</strong>g highly<br />
passionate workforces.<br />
• Oversaw HR for an organization of 20,000<br />
employees.<br />
• Navigated comfortably with complex stakeholder<br />
environment <strong>to</strong> forge first class<br />
work<strong>in</strong>g relationships result<strong>in</strong>g <strong>in</strong> <strong>in</strong>novation<br />
across public/private sec<strong>to</strong>r.<br />
• Led a series of change <strong>in</strong>itiatives that led <strong>to</strong><br />
public sec<strong>to</strong>r improvements <strong>and</strong> a 50% plus<br />
public sec<strong>to</strong>r overall cost reduction with<strong>in</strong><br />
Birm<strong>in</strong>gham.<br />
• W<strong>in</strong>ner of prestigious national <strong>and</strong> local employee<br />
engagement, HR excellence, change<br />
management, <strong>and</strong> recruitment awards.<br />
• Employee engagement successes highlighted<br />
<strong>in</strong> Engag<strong>in</strong>g for Success task force report.<br />
The task force was launched by <strong>the</strong> UK<br />
Prime M<strong>in</strong>ister.<br />
• Initiated a programme <strong>to</strong> build <strong>in</strong>ternal<br />
change capability, enabl<strong>in</strong>g exist<strong>in</strong>g middle<br />
managers <strong>to</strong> work <strong>in</strong> o<strong>the</strong>r service areas as<br />
change agents.<br />
• MSC from As<strong>to</strong>n University, MA <strong>in</strong> Visual<br />
Communications from University of Central<br />
Engl<strong>and</strong>.
David Willden<br />
Productivity <strong>and</strong> Re<strong>in</strong>vention Leader<br />
Senior Direc<strong>to</strong>r, Rial<strong>to</strong><br />
• Passionate about organizational <strong>and</strong> people<br />
excellence.<br />
• CEO, Breakthrough Practices, LLC., based <strong>in</strong><br />
Salt Lake City, Utah<br />
• Ran bus<strong>in</strong>esses. Led bus<strong>in</strong>ess, government<br />
turnarounds lead<strong>in</strong>g <strong>to</strong> $300 million <strong>in</strong> results.<br />
• Worked as executive <strong>to</strong> Larry H. Miller<br />
(owner of 100+ bus<strong>in</strong>esses <strong>in</strong>clud<strong>in</strong>g <strong>the</strong><br />
Utah Jazz NBA basketball team), Cap Gem<strong>in</strong>i<br />
Ernst & <strong>You</strong>ng, <strong>and</strong> Frankl<strong>in</strong>Covey.<br />
• Managed corporate project offices - provid<strong>in</strong>g<br />
support <strong>to</strong> hundreds of operations improvement,<br />
product development, <strong>and</strong> technology<br />
projects.<br />
• Senior Advisor <strong>to</strong> Direc<strong>to</strong>r of U.S. Federal<br />
Agency, <strong>and</strong> o<strong>the</strong>r U.S. government leaders.<br />
• Consulted with large corporations, federal<br />
agencies/departments, small-medium sized<br />
bus<strong>in</strong>ess, <strong>and</strong> non-profits.<br />
• Chaired <strong>World</strong> Strategy Week 2014.<br />
• National Board Member of The Association<br />
for Strategic Plann<strong>in</strong>g. Received 2015 “Outst<strong>and</strong><strong>in</strong>g<br />
Member of <strong>the</strong> Year.”<br />
• Author of Creat<strong>in</strong>g <strong>You</strong>, Inc.<br />
7%<br />
• M.S. from Johns Hopk<strong>in</strong>s University. B.A.<br />
from Brigham <strong>You</strong>ng University<br />
Xerae. Itatia velibus reria<br />
quos aut hario corehendit.<br />
Ibus seruntur. Hillam atusani tatium<br />
aborum quia pra velecup taturio ma<br />
nonseditia s<strong>and</strong>issunda dit es etum,
Richard Chiumen<strong>to</strong>,<br />
Chartered FCIPD<br />
CEO, Rial<strong>to</strong><br />
• Twenty-two + years of successfully work<strong>in</strong>g with<br />
Senior Leaders <strong>to</strong> streng<strong>the</strong>n <strong>the</strong> Growth m<strong>in</strong>d<br />
set, spot/secure opportunities, re<strong>in</strong>vent <strong>the</strong>mselves,<br />
<strong>and</strong> remove barriers.<br />
• Award-w<strong>in</strong>n<strong>in</strong>g Growth <strong>and</strong> Transformation specialist,<br />
trusted board men<strong>to</strong>r.<br />
• Described as one of <strong>the</strong> best connec<strong>to</strong>rs, <strong>in</strong>nova<strong>to</strong>rs<br />
& opportunity catalysts for Executives<br />
operat<strong>in</strong>g <strong>in</strong> <strong>to</strong>day’s environment.<br />
• Bus<strong>in</strong>ess <strong>and</strong> leadership transformation expert.<br />
• Accelera<strong>to</strong>r of <strong>in</strong>novation.<br />
• Develops people <strong>and</strong> engagement <strong>and</strong> <strong>in</strong>jects<br />
fuel for growth.<br />
• London Bus<strong>in</strong>ess School - Entrepreneur F<strong>in</strong>alist.<br />
• Who’s Who - Professional of <strong>the</strong> Year for demonstrated<br />
leadership <strong>and</strong> contribution with<strong>in</strong> <strong>the</strong><br />
global consult<strong>in</strong>g field.<br />
• 2015 W<strong>in</strong>ner: Bus<strong>in</strong>ess <strong>and</strong> Leadership Transformation<br />
Specialists - UK (Corporate Livewire<br />
Global Awards)<br />
• 2015 W<strong>in</strong>ner: Transition Coach<strong>in</strong>g Consultant of<br />
<strong>the</strong> Year (M&A Today Global)<br />
• 2015 & 2014 W<strong>in</strong>ner: UK Transition Coach<strong>in</strong>g<br />
Consultant of <strong>the</strong> Year (ACQ5 Global Awards)<br />
• 2014 W<strong>in</strong>ner: Transition Coach<strong>in</strong>g Consultant<br />
of <strong>the</strong> Year (Corporate INTL Magaz<strong>in</strong>e Global<br />
Award)<br />
• 2013 F<strong>in</strong>alist: CIPD People Management Award<br />
• 2013 F<strong>in</strong>alist: HR Dist<strong>in</strong>ction Award <strong>in</strong> Add<strong>in</strong>g
CHRIS BUSH<br />
Chris has extensive retail experience hav<strong>in</strong>g held<br />
senior direc<strong>to</strong>r <strong>and</strong> CEO positions for large scale<br />
bus<strong>in</strong>esses <strong>in</strong> Asia <strong>and</strong> <strong>the</strong> UK. He has led a number<br />
of bus<strong>in</strong>ess turnarounds, <strong>and</strong> transformations<br />
<strong>in</strong>clud<strong>in</strong>g complex acquisitions <strong>and</strong> bus<strong>in</strong>ess <strong>in</strong>tegration<br />
changes. Throughout his career he has<br />
developed diverse <strong>and</strong> strong leadership teams,<br />
<strong>and</strong> now focusses his skills, experience <strong>and</strong> know<br />
how <strong>in</strong> provid<strong>in</strong>g advice <strong>and</strong> consult<strong>in</strong>g services<br />
<strong>to</strong> senior leaders <strong>and</strong> CEO’s.<br />
Practice<br />
Consultants<br />
Sample<br />
STUART FISHER<br />
Stuart spent <strong>the</strong> first decade of his career <strong>in</strong> UK Plc<br />
deliver<strong>in</strong>g improvement projects <strong>in</strong> productivity,<br />
procurement, CHRIS BUSH new product development, revenue<br />
growth, quality, design, <strong>and</strong> cus<strong>to</strong>mer service.<br />
Chris has extensive retail experience hav<strong>in</strong>g held senior<br />
direc<strong>to</strong>r has delivered <strong>and</strong> CEO complex, positions large-scale for scale change bus<strong>in</strong>ess-<br />
Stuart<br />
programmes <strong>in</strong> Asia <strong>and</strong> across <strong>the</strong> UK. multi-site He has led clients a number <strong>in</strong> Europe of bus<strong>in</strong>ess <strong>and</strong><br />
<strong>the</strong> turnaround USA,. He <strong>and</strong> has transformations delivered a number <strong>in</strong>clud<strong>in</strong>g of £multi-millioquisitions<br />
improvement <strong>and</strong> bus<strong>in</strong>ess programmes, <strong>in</strong>tegration generat<strong>in</strong>g changes. signifi-<br />
Through-<br />
complex accanout<br />
his cost career benefits his has <strong>and</strong> developed revenue growth diverse for <strong>and</strong> blue-chip strong<br />
companies leadership teams, such as <strong>and</strong> Sa<strong>in</strong>sbury’s, now focusses IKEA, his Bris<strong>to</strong>l skills, Myers experience<br />
<strong>and</strong> Fortune know how Br<strong>and</strong>s, <strong>in</strong> provid<strong>in</strong>g Mölnlycke, advice GlaxoSmith- <strong>and</strong> consult<strong>in</strong>g<br />
Squibb,<br />
Kl<strong>in</strong>e, services ASDA, <strong>to</strong> senior <strong>and</strong> M&S. leaders <strong>and</strong> CEO’s.<br />
TRICIA MALONE<br />
With a commercial background ga<strong>in</strong>ed <strong>in</strong> <strong>the</strong><br />
f<strong>in</strong>ance sec<strong>to</strong>r, Tricia has run large bus<strong>in</strong>esses <strong>in</strong><br />
retail <strong>and</strong> corporate f<strong>in</strong>ance. Latterly, her blue-chip<br />
career focused on performance coach<strong>in</strong>g at senior<br />
levels. She has s<strong>in</strong>ce coached direc<strong>to</strong>rs <strong>and</strong> senior<br />
managers from numerous <strong>in</strong>dustry backgrounds <strong>in</strong><br />
both <strong>the</strong> private, public, <strong>and</strong> third sec<strong>to</strong>rs.<br />
RAY WARREN<br />
Ray has over 20 years of <strong>in</strong>ternational bus<strong>in</strong>ess experience<br />
work<strong>in</strong>g with large mult<strong>in</strong>ational organisations. He was CFO<br />
of Global IT Solutions at Electrolux <strong>and</strong> held several <strong>in</strong>ternational<br />
F<strong>in</strong>ance Direc<strong>to</strong>r posts with Diageo Plc.<br />
Ray’s coach<strong>in</strong>g experience over <strong>the</strong> last 10 years covers a<br />
broad range of clients from FTSE companies through privately<br />
owned organisations <strong>to</strong> NGO’s, <strong>in</strong> <strong>the</strong> UK, Europe, India,<br />
North Africa, Central Africa, <strong>and</strong> <strong>the</strong> Middle East. This <strong>in</strong>cludes<br />
organisations such as Marks <strong>and</strong> Spencer, HSBC, Virg<strong>in</strong><br />
<strong>and</strong> NGOs such as <strong>the</strong> Aga Khan Foundation <strong>and</strong> Women’s<br />
<strong>World</strong> Bank Network. sations such as Marks <strong>and</strong> Spencer,<br />
HSBC, Virg<strong>in</strong> <strong>and</strong> NGO<br />
CHRIS ROEBUCK<br />
Chris Roebuck is a Senior Direc<strong>to</strong>r at Rial<strong>to</strong>. He is a Visit<strong>in</strong>g<br />
Professor of Transformational Leadership at Cass Bus<strong>in</strong>ess<br />
School <strong>in</strong> London. He has held senior roles at London Underground,<br />
UBS, HSBC, <strong>and</strong> KPMG, has served <strong>in</strong> <strong>the</strong> British<br />
Army, <strong>and</strong> is one of <strong>the</strong> <strong>to</strong>p 15 Human Resources (HR) th<strong>in</strong>kers<br />
<strong>in</strong> Europe.<br />
Chris he has been on <strong>the</strong> HR <strong>Most</strong> Influential Th<strong>in</strong>kers list<br />
annually s<strong>in</strong>ce 2010, been <strong>in</strong>terviewed over 200 times on TV,<br />
<strong>and</strong> quoted <strong>in</strong> many global publications on leadership issues.<br />
VLATKA HLUPIC<br />
Professor Hlupic is a respected leadership <strong>and</strong> management<br />
consultant <strong>and</strong> has advised major <strong>in</strong>ternational<br />
organisations <strong>in</strong>clud<strong>in</strong>g <strong>the</strong> House of Commons,<br />
GlaxoSmithKl<strong>in</strong>e, BP, Learndirect, Br<strong>and</strong> Velocity USA,<br />
<strong>the</strong> Drucker Institute USA, Croatian Government, <strong>and</strong><br />
<strong>the</strong> Hungarian National Bank. She is an <strong>in</strong>ternational<br />
award-w<strong>in</strong>n<strong>in</strong>g thought leader, <strong>and</strong> an author of a<br />
ground-break<strong>in</strong>g book ‘The Management Shift - How<br />
<strong>to</strong> Harness <strong>the</strong> Power of People <strong>and</strong> Transform <strong>You</strong>r<br />
<strong>Organization</strong> for Susta<strong>in</strong>able Success’ (Palgrave Macmillan,<br />
2014), listed by Forbes as one of <strong>the</strong> <strong>to</strong>p eight<br />
bus<strong>in</strong>ess books <strong>in</strong> 2014.<br />
DR JOHN MERVYN-SMITH<br />
A chartered cl<strong>in</strong>ical psychologist <strong>and</strong> PHD scholar, John<br />
has been assess<strong>in</strong>g <strong>and</strong> coach<strong>in</strong>g c-suite executives<br />
<strong>and</strong> <strong>the</strong>ir teams <strong>in</strong> lead<strong>in</strong>g organisations for 24 years.<br />
Assignments have taken him <strong>to</strong> 20 countries around<br />
<strong>the</strong> world work<strong>in</strong>g <strong>in</strong> <strong>the</strong> areas of leadership development,<br />
manag<strong>in</strong>g stakeholder relationships, <strong>the</strong> management<br />
of power, organisational politics, <strong>in</strong>fluence,<br />
<strong>and</strong> personal impact.<br />
He has a reputation for considered judgement, <strong>in</strong>sight,<br />
<strong>and</strong> rigour when it comes <strong>to</strong> assess<strong>in</strong>g <strong>in</strong>dividuals <strong>and</strong><br />
teams, pragmatism when it comes <strong>to</strong> coach<strong>in</strong>g <strong>and</strong><br />
development.
Rial<strong>to</strong><br />
Stay <strong>in</strong><br />
Touch<br />
LONDON OFFICE<br />
U.S. OFFICE<br />
The Rial<strong>to</strong> Consultancy The Rial<strong>to</strong> Consultancy<br />
Central Court<br />
6352 Lone Rock Road,<br />
25 Southamp<strong>to</strong>n Build<strong>in</strong>gs Highl<strong>and</strong>, Utah 84003<br />
Chancery Lane<br />
UNITED STATES<br />
LONDON<br />
Tel: 1-801-610-9873<br />
WC2A 1AL<br />
Email: <strong>in</strong>fo@rial<strong>to</strong>consultancy.com<br />
Tel: +44 (0) 20 3043 8640<br />
Email: <strong>in</strong>fo@rial<strong>to</strong>consultancy.com