Being the best organisation


We believe people and relationships are at the heart of business success.

We enable you to develop your organisation’s own unique culture where people feel safe to innovate, build and thrive. An organisation to which people feel proud to belong.


The need to solve today’s immediate situation can sometimes become habitual and block purposeful strategy or the capacity to build future capability and develop a dynamic culture. We can provide the solutions to enable you to upgrade and optimise your organisation’s culture for the future.


Strategic Thinking – develop strategic priorities in the context of your market

Culture and Values - how to develop your culture and values in a fast-changing business environment to ensure your organisation thrives

The Change Initiative – visioning, engagement and implementation of challenging organisational shifts and development

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AIG Case study

Four level Transformational Leadership and Culture Change Programme

In their competitive environment, AIG recognised the need for a fundamental change in their leadership culture in order to combine the needs of achieving results and engaging and developing people.  From the very start MaST worked with AIG to create a sophisticated integrated programme across all levels of management.

Together we built momentum through innovative branding, preview events and the creation of a pragmatic framework for ‘Transforming Leadership’.  We are currently running programmes at their four leadership levels (Start, Middle, Senior and the Board).  The programmes consist of three, two day modules with focused application in-between modules.

We have jointly observed significant pragmatic changes in the organisation and in individuals as a result of the programme so far.  We recently reported these to the board who confirmed that the programme had added value across AIG.  The findings matched their own experience since the programme and their observations of leaders in the business:

  • Increased cross functional working
  • Enhanced communication of strategic plans
  • Evidence of application of specific models and tools
  • A more consistent view of what AIG leadership involves

MaST has trained 190-200 managers per year on this range of programmes.  The programme then evolved to cover their Western and Eastern European regions.

EDF Case Study

Strategic Leadership and Talent Consultancy

With the huge changes due in the way electricity is produced and marketed, this radical project was to ensure Leaders and Managers in this division are fit for purpose and are equal to the future business challenges in a changing market place.

There were numerous business challenges facing EDF Generation, such as falling electricity prices, greater competition and the move towards the de-commissioning of ageing nuclear plants. MaST was invited to revisit their leadership and talent strategy to ensure that their leaders are prepared and skilled to deliver optimal operations as well as driving the future in a purposeful way that engages all staff.

MaST proposed a four step approach which would also develop the HR community, to ultimately spearhead any agreed change process.

  1. Write a joint paper, with HR, to the CEO and Directors to describe the current threats and opportunities to the business which would be the beginning of a stakeholder engagement strategy.

  2. Interview 42 key stakeholders nationwide including the executive, station directors, and plant managers. The outcomes would be mapped onto a four box model (eliminate, raise, reduce, create) forming a heat map that highlights areas of attention.

  3. Benchmark the current offering on leadership and talent with 12 major organisations, most of which would be MaST clients, past or present to see where EDF were behind, on a par with or ahead of organisations, both national and international, before they embark on a process of change.

  4. Re-design the suite of current leadership offering and talent approaches.  Introduce modular approach to learning with the emphasis on practical application, versus theoretical concepts.

Leadership: Course content changed to reflect the future, some courses stopped, shorter, more focussed events and residential costs reduced significantly.

Talent: Assessment centres re-designed, new approaches of Performance Management, and creation of ‘green field’ approach to talent development.

  • Change management
  • Risk awareness
  • Organisational development
  • Engagement
  • Other skills

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