Case Studies
Project Brief: Manufacturing Company
Nathan Dring and Associates were engaged to conduct a full-scale review of the culture and ways of working across the entire workforce, from C-suite to entry level apprentices. They were also tasked with helping to define the company values, to ensure they were meaningful to the workforce and relevant to the mission.
Approach
- Change long-standing, habitual ways of working through collaborative working with staff.
- Help the c-suite and senior leaders to recognise and define the values that were at the core of the business.
- Help create an environment in which staff felt trusted and empowered to deliver.
Implementation
- Cultural audit across entire workforce with listening groups and surveys to define the challenges and start to shape the approach.
- Workshops with C-suite to help them to recognise, define and communicate the values that needed to be at the heart of the business.
- Co-creation of a leadership and competency framework, to be used in management conversations about well being and performance
Benefits
- Ways of thinking and working changed in production creating a more efficient, cost effective way of working.
- A 20% reduction in staff turnover.
- A ‘breakthrough’ on shift pattern challenges allowing new approaches to be introduced, which better served the customer.
Project Brief: Housing Charity
A Homeless charity required additional support and expertise to develop and grow their in-house L&D function, thereby freeing up key personnel to deliver strategic pieces of work that are critical to the People Strategy at Framework and beyond.
Nathan Dring and Associates provided an interim Head of L&D (which later evolved to interim Head of Organisational Development) to give the support that was needed both in function and across a range of initiatives being led by senior leaders. This was critical to make sure that key strategic objectives are delivered – linked to the People Strategy and delivered through the L&D function.
Approach
- Co-create the 3 year People Strategy.
- Deep Dive the current L&D offering to identify gaps, quick wins and longer terms objectives and goals.
- Write the 3 year L&D strategy, aligning to the People strategy.
Implementation
- Develop key personnel within the L&D function through coaching and mentoring.
- Review online learning content hosted on LMS.
Benefits
- Helping the L&D function to become data led.
- Saving approx 20% of L&D annual budget.
Project Brief: Engineering Company
A newly appointed Director of Organisational Development required some coaching and mentoring support in a fast growing, multi national engineering firm.
Nathan Dring and Associates gave support to review the approach to people development, training, leadership development, values-based recruitment and coaching/mentoring.
They were then invited to partner with the client as an ongoing L&D partner over a 2 year engagement.
Approach
- Co-creation of a leadership development programme.
- Introduce key behavioural and practical themes such as Team Building, Collaboration, Decision Making and Prioritisation and Feedback.
Implementation
- Review of recruitment in line with company values.
- Senior level coaching.
- Development of career pathways.
- Establishing a mentoring and coaching network within the organisation.
Benefits
- New integrated approach to &D piloted, reviewed and embedded.
- Interim Head of OD put in post.
- Redesign of recruitment approach, becoming values-based .
Project Brief: NHS Trust
Nathan Dring and Associates were engaged by one of the Uks largest NHS Trusts to enhance the leadership capabilities of first-level managers across the organisation.
The goal was to redesign and deliver a robust leadership development programme that would empower managers with the skills and confidence to lead effectively in a complex healthcare environment, aligning with the Trust’s core values of Patient-centred, Fair, Collaborative, Accountable, and Empowered.
Challenges
- Existing leadership training lacked practical application and engagement.
- Managers needed tailored development that aligned with NHS values and the Trust’s commitment to high-quality patient care.
- Ensuring long-term impact beyond training sessions.
Implementation
- Redesigning Course Content:
Existing leadership training materials were reviewed and refined to incorporate best practices, real-world case studies, and interactive learning methodologies. The new curriculum emphasised key areas such as decision-making, team leadership, and patient-centred care, reflecting the Trust’s values in every module. - Cohort-Based Delivery:
Managers participated in structured cohorts, fostering peer learning and collaboration. Each cohort engaged in a mix of workshops, action learning sets, and facilitated discussions, ensuring immediate application of learning within their teams, reinforcing the principles of fairness and collaboration. - Action Learning Sets and Follow-Up:
A core element of the programme was the introduction of action learning sets—small peer groups that tackled real workplace challenges together. Regular follow-up sessions were conducted to assess the impact of these sets, providing insights into behavioural changes and improvements in leadership effectiveness, ensuring accountability and empowerment
Impact & Outcomes
- Enhanced Leadership Skills:
Participants reported increased confidence in managing teams and leading change, supporting a patient-centred approach. - Improved Problem-Solving:
Action learning sets enabled managers to tackle challenges collaboratively, leading to innovative solutions that align with the Trust’s commitment to fairness and empowerment. - Sustainable Change:
Follow-up assessments showed continued application of learning, with managers demonstrating improved communication, decision-making, and team engagement, contributing to a culture of accountability.
Conclusion
Nathan Dring and Associates successfully designed and delivered a high-impact leadership development programme that empowered the Teaching Hospitals NHS Trust managers to lead with confidence and effectiveness.
The combination of redesigned content, cohort-based learning, and action learning sets ensured both immediate benefits and lasting change within the organisation, reinforcing the Trust’s values in daily leadership practice.