Achieving Business Impact
We have an excellent reputation for partnership working to design and deliver bespoke professional development programmes for organisations. These programmes take into account both business challenges and the development needs of participants.
We can design a non-accredited programme that is both impactful to the participants’ professional development and organisational performance, without formal assessment. Alternatively, we can offer a bespoke programme with University accreditation, linked to our large suite of modules. This provides you with the best of both worlds; a development programme designed to your needs, with postgraduate qualifications.
Our flexible frameworks mean we can respond quickly to new requests and work from a 'needs-led' perspective rather than a set curriculum. A key element of our work-based learning approach and design will be to ensure that whatever programme we deliver, participants work on practical application of learning, usually culminating in a real business projects.
Our learning methods are designed to introduce you to new concepts, models of best practice and the most current thinking. We will also support you to transfer this learning into your work and professional practice.
Our flexible frameworks allow us to design highly bespoke courses leading to University qualifications.
We pay equal attention to both the process of learning and the subject matter, empowering you to manage your own learning.
Our courses are practical, relevant and academically rigorous, underpinned by real work activities and projects.
We work in partnership with learners and employers, valuing your expertise as well as sharing ours.
Our distinctive approach is built around practice and action, informed by theory and designed to deliver results.
Discover some examples of our bespoke programmes in the case studies below.
Nippon Sheet Glass (NSG) Plant Leadership Programme
The NSG Group is one of the world’s largest manufacturers of glass and glazing products for the Architectural, Automotive and Technical Glass sectors, with around 27,000 permanent employees and principal operations in 27 countries and sales in over 100.
LUMS worked in partnership with NSG, to develop a Plant Leaders programme designed to meet the leadership development needs of 24 Plant Managers from South America, China, Japan, Europe, North America and the UK, identified from their talent pool.
This year long programme commenced in July 2018, with a week’s residential workshop in the UK, designed around NSG’s leadership competency model, with the aim to develop Plant Managers’ knowledge, understanding and skills in relation to:
- Excellence and innovation in world-class manufacturing
- Strategic thinking in order to lead change and innovation
- Leadership skills and attributes for engaging, inspiring and developing others
- Building added value and the customer perspective into commercial decisions, improving business productivity and performance, driving profitable growth
This was followed up with one-to-one personal coaching and action learning, using webinar technology. The purpose of this was to shape action plans and support participants to develop their leadership competencies and address challenges in the workplace. This programme is soon to complete with learning groups presenting back to NSG’s senior team about how this programme has contributed to their leadership development and service improvement, in line with NSG’s strategic aims and objectives.
Themes from the first cohort’s action learning and coaching are now being integrated into the design of a second programme to commence in July 2019 to a further 24 plant managers.
BAE Systems is the UK's largest defence and security company with approximately 34,300 employees based at around 50 sites in the UK. They deliver a full range of products and services for air, land and naval forces, as well as advanced electronics, security, information technology solutions and support services. They are the leading supplier to the UK Ministry of Defence (MoD) and have market leadership positions in air and maritime domains.
LUMS designed an accredited Post Graduate Certificate Programme called Leading Management Transformation, specifically designed to support talented middle and senior leaders to free up their time to focus more on leadership and less on transactional management tasks in their business areas.
The aim was to provide the participants with knowledge and transferable skills in order to develop and instil leadership in their teams and drive forward cultural change and innovation.
The programme consists of participants across different divisions and what the participants really value is the action learning approach to discussions, to enable knowledge exchange and networking opportunities.
This programme is run annually over 9 months, with 50+ mid programme or having graduated. It integrates workshops on topics of Leadership, Strategy and Innovation, and the programme culminates with participants applying their learning to deliver a work-based service improvement project. There is healthy balance between experiential practical learning and critical review of academic models and theories supporting the module topics. Action learning and assessment through group work is integrated into the programme to maximise.
Beyond the practical learning, the programme focuses on personal and professional development, with some great individual case studies in terms of personal growth over the programme, particularly for those not having been in formal education for some time. Several participants have decided to progress their studies to a full Master’s with LUMS beyond the end of the programme.
Blackpool Teaching Hospitals
LUMS has been delivering an in-house Postgraduate Certificate in Medical Leadership Programme for Foundation Year 2 Doctors for over 10 years.
It is a practical programme, designed around the GMC Medical Leadership competency framework, not too dissimilar to what students experience on the open programme. The doctors are initially encouraged to think about their personal development and leadership competency development needs, alongside the learning they intend to take from the taught modules.
During the year they work on a service improvement project, supported with action learning. This not only provides something back to their employer; it also is an opportunity to apply their leadership skills and embed their knowledge as they work collaboratively and cross professionally in their healthcare system. This is a really good grounding as they prepare themselves for the next stage of their careers, with several students continuing to study to gain a full Masters in Medical Leadership.
“ The Foundation year CETAD Leadership course is playing a significant role in developing leadership skills in the next generation of junior doctors and is a prime driver to enhancing patient care at Blackpool. Through this course, we have been successful in influencing senior management and increasing the profile of QI at our trust. Junior doctors can be significant catalysts for change and it is important that their energy and enthusiasm is successfully harnessed. This not only benefits their own careers , but contributes immensely to patient care and organisational development.”
Dr Raj Nichani, Consultant Anaesthesia/Intensive Care & Service Improvement and Leadership Lead (Education), Blackpool Teaching Hospitals NHS Foundation Trust
"By gaining a Postgraduate Certificate in Medical Leadership I have been able to enhance my portfolio which I hope will stand me in good stead for future job applications. I’d certainly recommend the course; it introduces junior doctors to concepts of medical leadership and impacts of change on the NHS. I found it a useful and enjoyable programme and for anyone considering the course, I would advise to get involved and enjoy the challenge!"
Bolton NHS Trust: A Good Day at Work
Further to a review of its leadership development strategy, Bolton’s Organisation Development Team identified a skills and confidence gap with their junior clinical managers to enable them to lead change and inspire their teams within the pressures of healthcare service delivery.
LUMS worked in partnership with the Bolton team to scope a skills-based 9 month development programme to engage participants with thinking about team leadership approaches, their own wellbeing and application of programme principles to apply to the ‘real world of work’. Topics included resilience, mindfulness, coaching, action learning and influencing skills, with respect to Trust values around care and compassion.
To demonstrate ownership and accountability in addressing current organisational issues, participants each developed and delivered a work-based project during the programme and presented their results to invited guests and senior managers at a World Café event in the Education Centre.
Formal and informal feedback was gathered throughout the programme to evaluate the learning experience for participants, around transferability of learning, impact on personal and professional practice and organisational impact.
Evidence Based Health Care: Professional Practice Post Graduate Certificate Programme
This was a bespoke accredited programme designed for healthcare commissioners and quality leads across the North West, delivered over a year, February 2018 – 2019. Delivery was in partnership with the Connected Health Cities Programme (CHC)*, the NHS Innovation Agency (Academic Health Science Network for the North West Coast), and Lancaster University Management School. The objective of this programme is to developing a community of professionals with passion to enhance evidence-based approaches to service design and delivery
The content of the programme focused on:
- An understanding of their healthcare environments, context and agenda
- Strategies for using data/ digital technologies
- Collaborative working across the region to share expertise
- Business Cases/ Project Proposals
- Work-based projects for patient service improvement
- Knowledge exchange
The programme was delivered using a combination of online academic learning, action working groups, coaching and a schedule of workshops that applied theory to practice. The workshops were invaluable to allow participants to explore approaches, barriers, and opportunities within their own workplace and across the region.
Alongside demonstrating personal learning, the work-based projects demonstrated application of learning in a ‘real-world’ context, whereby participants identified service commissioning or delivery projects which evidenced improvement potential to their host organisation.
Examples of projects undertaken by participants of the programme included:
- Implementation of postural care clinic for people with learning disabilities
- A new pathway for rehabilitation and recovery delivery across West Cheshire to ensure a holistic and person-centred approach
- Evaluation of the impact of a GP network to manage same day urgent appointments and home visits
- Reduction in Did not Attend (DNA) in Child and Adolescent Mental Health Service (CAMHS)
“It was wonderful to see the outputs of the programme, to understand the personal and organisational challenges faced and how they were overcome by applying simple and effective QI and change management tools."
Juliette Kumar, Associate Director Improvement and Education, Innovation Agency
Gauteng Health Care Leadership Programme, South Africa
This programme was scoped and developed with the Gauteng Government’s Minister of Healthcare for 22 of her senior healthcare leaders and chief executive officers.
This programme needed be innovative as most of the delivery would be at a distance. The design included one week’s face-to-face residential in South Africa. This was followed up with online leadership and organisational change modules, facilitated by LUMS tutors, group webinars with guest speakers from the NHS, personal one-to-one coaching, and several self-facilitated activities, such as visits to participants’ organisations for knowledge exchange.
The programme culminated in the presentation of participants’ service improvement projects, evidencing their application of learning on the programme to a measurably business outcome. It was designed around the following criteria:
- Postgraduate accreditation
- Work Based learning to enable participants, not only to develop their leadership skills but to put these into practice and achieve significant change in their healthcare organisations and the healthcare system as a whole
- Individual and senior team development, creating a community of practice
- Context-specific learning, i.e. relevant for the healthcare system in South Africa but also learning from the NHS and other international healthcare systems.
This approach enabled busy senior leaders to learn online at their own pace, whilst building a learning community through the video conferencing, learning sets and organisational visits. An approach of flipped learning was particularly successful, whereby the tutors prompted peer teaching within the group, developing the habit of knowledge creation and exchange to address shared organisational challenges.
Key topics at the Master Classes in the Residential and within the online learning included:
- Strategic analysis
- Leading others through Change
- Investigative Practices and Leading service improvement projects
- An understanding Organisational Culture
- Understanding motivation, behaviours, values and personality traits
- Developing Resilience
- Developing Emotional intelligence
The participants were awarded a Post Graduate Certificate in Professional Practice (Healthcare Leadership) at the end of the programme.
Bespoke Forecasting Courses
We can develop tailor-made courses to meet specific requirements for individuals or entire demand planning teams. For example, we regularly teach courses tailor-made for SAP APO-DP. This two-day course covers forecasting methods, error metrics and processes implemented in the software package. On completion, participants understand the pitfalls of SAP's modelling approach and how the limitations can be overcome.
For more information, please contact the Centre for Marketing Analytics and Forecasting.