Global uncertainty

Global uncertainty and the pressures of international competition are challenging. It is rare to find a business that does not have a major change programme of some sort underway.

The sad reality is that many such initiatives fail to achieve the desired results. More often than not the primary challenges relate, at heart, to people and the internal dynamics of complex organisations. Building consent around change, maintaining a coherence of vision and ultimately consolidating benefits is hard and requires specific and sustained leadership effort.

Here at the Møller Institute we believe strongly that the best way to ensure success is to acknowledge the significance of these people aspects and invest in them. We see that businesses that choose to transform themselves in a way that takes into account values and corporate culture succeed whereas those that prioritise only functional elements like technology and organisational design tend to fail.

We are a wholly owned subsidiary of Churchill College, one of the 31 colleges that make up the University of Cambridge. Our mission is simple – to deliver leadership development programmes and executive education to global businesses to equip them to succeed. Our profits are covenanted back to the college to help grow international leaders of the future.

We focus on behaviours rather than management science. Unlike a traditional business school, we do not have retained faculty but instead a flexible model that allows us to use Cambridge academics, global industry practitioners and leadership development experts to create entirely bespoke programmes for clients.

We are currently focusing on the following outcomes for our clients:

  • How to make executives more effective overseas and with international collaborators, and thereby lead global high-performance teams
  • How to lead through uncertainty, evaluate risks and take finely-balanced decisions (e.g. in the face of Brexit)
  • How to create and embed a culture of innovation
  • How to avoid unconscious biases, attract a more diverse mix of people, engage, retain and develop them and make the best use of their talents
  • How to ensure that formal corporate governance procedures result in the right behaviours
  • How to remain situationally aware of emerging technological challenges and opportunities like the block-chain and cyber-security
  • How to move from lean to agile/fail-fast approaches
  • How to break down silos and move to systems thinking