Anne is an organisational design and development professional – including working with whole systems of stakeholders, coaching leaders, developing boards and working to improve team performance. She has worked with clients across the UK public sector, and in some commercial and international settings. Anne has helped ‘architect’ new models of delivery in complex and challenging service areas, such as the NHS, local government, police and criminal justice, third sector, government agencies and national policy and culture change programmes – she has a keen interest in ethics, diversity and creativity in this sector. She researched future leadership for the No.10 strategy unit, and has been involved in implementing values-led and collaborative cultures for public/private provision in areas such as fire and rescue, defence sector, health and safety, natural environment, challenger banks and social enterprises.
After 10 years in the civil service psychologist cadre with 6 as a change consultant in the Cabinet Office, Anne was a senior fellow at the Office for Public Management for 10 years, and has now been an executive coach, interim ‘OD architect’ and consulting associate for some 15 years. She also has 13+years experience as a non-executive director on national strategic boards. She facilitates various community and social action networks and professional development and academic study groups. Her individual leadership coaching clients occupy positions of influence and challenge in some of the most exacting roles in public life.
Her assignments in recent years have included:
- Designing and directing leadership programmes aimed at cultivating whole systems change (such as during NHS reconfigurations and governance reviews, new offender management regimes, outsourcing and contract improvement teams)
- Facilitating innovative large group events to develop vision, strategy and collective leadership – such as networks engaged in migration, housing and community safety agendas, mental health services, re-building value in outsourced delivery models for local government, health and defence, apprenticeship schemes and producing new advance practitioner models for key roles in public services (policing, health and social care, teaching)
- Coaching teams, profiling career paths and supporting selection and talent programmes – focus on engaging whole workforce in development culture and practices (large outsourcing company and their various clients)
- Long-term evaluation of local service provider helping clients with complex and challenging needs – involves exploring and innovating during waves of reform, funding changes, inter-dependent agencies, encouraging enterprising and self-supporting activities and strengthening the skills and leadership of a small group. Verifying progress against outcome targets for funders.