clients

Filter by: name sector

  • &Samhoud
  • Aalto EE
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Consumer Goods

  • Unilever

Education

  • Aalto EE
  • CEDEP
  • Cambridge Judge
  • EFMI
  • ESMT
  • IDEC
  • INSEAD
  • KAUST

Energy

  • Cairn Energy
  • Origin
  • Sibur

Engineering

  • Siemens

Executive Search

  • HAYS
  • Hudson
  • Ward Howell

Financial Services

  • ABN AMRO
  • AXA
  • Ameriabank
  • Atradius
  • Crédit Agricole
  • Goldman Sachs
  • MainFirst
  • NAB

Food / Drinks

  • Pernod Ricard
  • Roust Inc.
  • SAB Miller

Healthcare

  • Bristol-Myers Squibb
  • Janssen
  • Lundbeck
  • NHS
  • Nova Nordisk
  • UMC Utrecht

Investment

  • Mubadala
  • PNK Group
  • Sistema

Manufacturing

  • BASF
  • Quicksilver
  • Septodont

Media

  • DMGT
  • William Reed

Non Profit

  • GAIN
  • World Economic Forum

Professional Services

  • PWC

Strategic Consulting

  • &Samhoud
  • Act3
  • Bain & Company
  • Brand Trust
  • ECSI Consulting
  • Investars
  • Kampas Coaching
  • McKinsey

Technology

  • Amadeus
  • CISCO
  • Nokia
  • Samsung
  • Schlumberger

Telecommunications

  • Beeline
  • Deutsche Telecom

Case studies

No results

Grooming future public sector leaders

The client is a  national school of government. The government was looking for leadership development to help the country become more effective. In collaboration with KDVI, the objective as to get “expertise on leadership” and bring leadership competences to senior civil servants in the private sector. Another goal was to reshape the civil service sector as a whole by bringing in the practice of leadership development and group coaching.

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Team development and alignment at a leading energy company

The client is an integrated energy company with 6000+ employees. The Head of Production was heading the biggest project in the company which involved partnering up with other organisations in the US and China. He had put together a new team which comprised mostly of new members from the US and Chinese partner organisations, along with a couple of members of his old team. KDVI was contacted to help in team development and alignment.

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Fast tracking high potentials

The client is a large and longstanding multinational engineering company with 300,000+ employees. The CEO had started a programme for high potentials whereby new recruits were introduced into the organisation and mentored personally by the CEO. The objectives were to fast tracked high potentials and within two years, turn them from experts to business leaders as well as to set up a larger process of gradually populating the organisation with talent in senior management levels. KDVI was called in by the CEO to help bring the cohort (who were dispersed throughout the world) together and to create a learning community.

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Creating high performing teams

The client is a global talent management firm with 2000+ employees in over 20 countries. The new CEO wanted to dramatically restructure the company on to a more integrated organisation, which at that time, was comprised of the parent company and small companies throughout the world. To deploy the new strategy, the CEO put together a global top management team. KDVI was asked by the CEO to help make this team a high performing team.

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Building up leadership expertise and capacity with cross cultural challenges

A new international graduate-level public research university was in the midst of developing a new model of delivering higher education, with ambitions of establishing itself as a leading school worldwide. KDVI was approached by the University because for its leadership expertise and culture-specific experience.

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Coaching for agility

A long-standing collegiate public research university was in the midst of setting up an advanced executive education programme offering senior executives the opportunity to step outside their professional and personal lives and look at the issues and challenges they face in a changing future. It focuses on providing executives with agility, a broader outlook of the ecosystem they are working in, and providing them with tools to master this environment. KDVI provided the coaching part of the programme.

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Providing a top business school wih high level executive coaching

A multiyear collaboration with the business school to provide executive coaching at a  privately owned leading business school.

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Achieving alignment of top management team for better team effectiveness

KDVI's work with one of the largest private bank in its country towards alignment of top management team for better team effectiveness.

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Managing organisational anxities and facilitating transitions to a unified culture

A multiyear intervention for top management team and organisational culture alignment with the Equities Division of a multinational investment bank. The bank had just gone public, which in turn created upheaval and anxieties throughout the company. As the structure of the company had changed, there was an urgency to heal the wounds, put some leadership development in place, and to use the opportunity to create a new, unified culture.

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Working with senior leaders in the aftermath of leadership change

The company is a large financial services group, focused on full-service banking, operating in over 30 countries around the world. It had undergone a change of leadership, with a new (internal) CEO stepping in from the investment banking sector. The bank was also under threat of a takeover and found itself in a delicate situation, with the CEO needing the support and development of his team. In response, KDVI implemented a multi-year leadership development programme.

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Meeting leadership needs and addressing succession issues

A bank with a newly appointed CEO tasked with the challenge of taking the company out of a bad situation in a termed-tenure. The CEO’s focus was two-fold: (1) A major restructuring effort, which required onboarding new people and (2) Identifying a successor. At the same time, the company had brought in a highly public figure as a potential successor but the CEO had qualms whether or not he was the right person. KDVI was called in to conduct a leadership development workshop, whose goals were to identify leadership needs as well as to serve as a testing ground for the potential successors.

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Unlocking board related issues through 360° feedback and team coaching

KDVI's intervention with a large family controlled private bank towards managing transitions and onboarding. The goal was to help the Board members manage their relationships with one another and to understand how they each contributed to the Board and generally as leaders. Moreover, each member had a triple role as partner, director and executive, which they had to simultaneously manage. KDVI was approached because of their group coaching methodology as well as Governance, Board and Transition experience of faculty members.

 

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Building a centralised leadership development pipeline

The client, a global international financial services group,wanted to build a centralised leadership development pipeline, and as such aligning the group talent development strategy. The main components were talent review, focus on the top 100, accelerating leadership development of high performing senior leaders with a specific focus on agility. A number of programmes were created by the company and KDVI was called in to assist with group coaching in the High Potential Programme.

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Rebuilding leadership team morale in the aftermath of an M&A

The client, a credit insurance company, was purchased by a holding company which resulted in severe cost cutting and little investment in its people. As such morale was low. The organisation had created a new development programme for the top leadership team working at one level below the Board. KDVI's intervention enabled and empowered participants to confront and address salient issues related to feelings of powerlessness in the aftermath of the takeover as well as to look for creative ways to reframe their situation by leveraging on their strengths and to be proactive in order to move forward.

 

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From individual to group coaching: Having courageous conversations

The client is an independent oil and gas exploration company with 1300+ employees. One of the KDVI coaches had an ongoing coaching relationship with the CEO. Through their coaching conversations, issues related to the top management team emerged. A decision was made to provide a group coaching intervention to the top management team.

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Testimonials

10% of the leader’s personality can mean a billion either way on the share price of a major company. As senior adviser to many CEOs over the last 20 years, I have seen the profound positive impact Manfred’s work has on the behaviors of leaders.

- John Cummins
Senior Advisor

David Ross

My chairman recommended Manfred’s program. It was a major commitment of time but I found it a liberation to be there. The experience was staggering and a complete eye opener. The discussions give you a wealth of common sense to work from.

- David Ross
Chief Executive, Arthur J. Gallagher

Lord Rothermere

The great contribution (of the program) is to encourage you to really acknowledge and work through both your strengths and your weaknesses, combining a true appreciation and insight into others. I realized how I needed to bring people together and to delegate more decision-making.

- Lord Rothermere
Chairman, DMGT Plc

Lisa Forshey

This is the most unique learning experience I have had in my career. The opportunity to reflect on my leadership style and the objective feedback from other high level executives is a powerful combination.

- Lisa Forshey
General Manager Commercial Property Finance, ABSA Bank

Philippe Maso

Manfred Kets de Vries senses the primary motivations that lie deep in every leader which sometimes derail us. He tenaciously brings them to the surface and turns them into something useful. My experience with Manfred has been a major adventure of my life.

- Philippe Maso
CEO, AXA Insurance UK