SIG - Leadership of Organisational Change
The Leadership of Organisational Change Special Interest Group is open to all who are interested and involved in helping organisations cope with the organisational and people implications of change. We explore experiences, skills and techniques in the leadership and management of change. As such it is relevant to those in specialist roles such as Organisational Development, HR and Change Management as well as those in more general line and functional roles.
The aim is to build a collaborative community which identifies, builds and resources a programme of activities, supported and sustained by Henley Business School .
Meeting at the Business School and locations in London, we aim over time, to create a virtual community and set of related experiences and resources. The areas we expect to be within the scope of the special interest group include:
- Building cultures
- Managing programmatic and emergent change
- Organisational design and restructuring
- Leadership and influencing skills needed for success
- Effectively managing barriers and obstacles to change
- Managing ourselves and others through change
By building on each others' experiences and resources, we would aim to enhance our own understanding of change leadership, and develop a community of practitioners and learners.
To join the Leadership of Organisational Change Special Interest Group please contact: leadership@henley.com.
Events
Strategies & Tactics for Personal Learning - 7 March 2012
Facilitated by members of the SIG Working Group
Venue: Henley Business School, Greenlands, Henley on Thames, Oxon, RG9 3AU
Time: Please see Schedule Summary below
Cost (including buffet and wine): £10 for current students, £20 for alumni and £25 for guests/non alumni
Schedule Summary:
4.00pm - 6.00pm:
- Informal Networking (optional) around the topic of "Teaching Smart People How To Learn" - Chris Argyris - Harvard Business Review - 1991 - facilitated by Rod Willis
6.00pm for a 6.45pm start:
- Strategies & Tactics for Personal Learning - facilitated by Kate Greaves and Ray Atkinson
- Spiritual Intelligence - Ashley Arnold will be sharing his progress on DBA research into "spiritual intelligence" in the organisational context
8.30pm onwards: Informal Networking
Overview:
Successful change requires learning to take place, both at a personal and organisational level.
Most of us in our leadership and consultancy roles spend our time supporting other people in their learning/development, but how well are we attending to our own?
This special event, facilitated by SIG Working Group members will focus on individual strategies and tactics for learning and how this will help us to lead change in the space between strategic, functional and personal issues, which was a key theme identified by Prof. Peter Hawkins, in his September 2011 SIG presentation. Also during the evening, Ashley Arnold - Henley Business School, will be sharing his progress on DBA research into "Spiritual Intelligence" in an organisational context.
The intention is to use this event as an extended networking opportunity, so whilst the formal session will follow our usual format, there will be time to meet from 4.00pm onwards and continue into the evening, with overnight accommodation at Henley if required.
If you are planning to come for the 4.00pm session, please contact Rod Willis: rod.willis@assentire.net for further details.
Alumnus B&B rate at Greenlands:
B & B single room = £60.00 / B & B double room = £85.00
Book your place:
Book a place and pay by debit/credit card
To book a place and pay by cheque, please complete the booking form (PDF-52 KB) and return to Alumni Services, Henley Business School, Greenlands, Henley-on-Thames, Oxfordshire RG9 3AU or email Irina.woodford@henley.com.
Book accommodation:
If you would like to book accommodation at Greenlands on Wednesday 7th March, please contact (01491) 571454 and ask for the alumnus special B&B rate.
Please note that accommodation at Greenlands is limited, however we can also advise of accommodation in the local area, please contact the Alumni Office on (01491) 418843.
Event reports
Leadership of Organisational Change – SIG “Communication Through Change” - Monday 5th December 2011
The Leadership of Organisational Change SIG was delighted to have the opportunity of holding another of their meetings at Clydesdale Bank Financial Solutions Centre in London. We are grateful to them for providing such an excellent facility and refreshments.
The meeting was in workshop format and facilitated by John Scott, one of our alumni. John's focal question was; "where does communication sit in our list of priorities for projects and programmes?" He argued that communication is often not fully considered or costed and so becomes identified as an overhead. Yet an effective communication strategy impacts significantly on project success.
John reminded members that effective communication through change needs to take account of several factors including:
- Project complexity
- The number and type of stakeholders
The role of stakeholders:
- Decision Makers
- Influencers
- Champions
- Blockers
Choice of communication media was also discussed, including the use of "social networks". Whilst it was recognised that people will always fill a communication void and one way of doing that is through their own social networking, the use of modern technology as an integral part of an organisation's communication strategy can be resource intensive. However it was agreed that Blogs might be appropriate for collecting and dealing with negativity.
During the first group discussion members discussed the type and volume of communication that would be effective in various projects including: restructure, JV, merger, acquisition, strategic outsourcing, product/service launch and IT change. Some of the factors identified as influencing the nature of communication were:
Organisational maturity
The split of stakeholders ie those "doing" and those "being done to"
The extent of cultural differences between stakeholders
Degree of trust and mutual respect at the outset
Impact of previous "history" of change
Existing culture, values and beliefs
The need to change the nature of communication in time with project progress and phasing
The need to communicate both good and bad news
The extent to which expectations need to be managed
During the second group discussion members were asked to identify their own change communication "nuggets" and these are summarised below:
|
Listen to all "naysayers" as they often have the diamonds People at the coalface know much more about the impact of any proposed change Keep communication open all the time, as any voice might identify major problems on the horizon Importance of informal communication - essential for open forum and listening to take place Communication is dynamic, so we shouldn't try to control it Passive resistance comes when communication is not open Encouraging innovation to happen across the whole organisation during times of change Criticality of middle managers to be open and demonstrate honest leadership behaviours Disconnects happen when leaders don't recognise other's needs or wants ie "my change is not your change" Don't make assumptions about what people know Understand the impact of change at each individual level Communication is not just verbal - encourage leaders to model the behaviour you are looking for - authentically, without pretending or acting Never dumb down communication The effectiveness of a "coaching" leadership style in communicating change You cannot over-communicate |
Following thanks to John for facilitating such a lively and participative meeting and to everyone for attending, the meeting continued with further networking.
Ray Atkinson - 7th December 2011
John Scott presentation - Communication Through Change (PDF-200KB)
'No time for heroes: leadership teams leading change' - 15 September 2011
The Leadership of Organisational Change SIG was delighted to hold this meeting at the London offices of Olswang - the international law firm. We are grateful to them for providing such an excellent facility and refreshments.
Our meeting was led by Peter Hawkins, who is Professor of Leadership at Henley Business School and co-founder of The Bath Consulting Group. As his presentation included slides which are available on our website, this summary covers general themes and the ideas prompted by a very lively and participative meeting.
Peter opened the session with the stimulating statement that leaders over the next 30 years will face greater challenges and levels of complexity than have ever been seen before - yet:
Leadership development is not growing at the same pace as the challenges faced.
There is a shortage of leadership development that connects the strategic and personal levels.
There is a necessity to move from a focus on leadership from heroic individuals to more collective leadership and yet most leadership teams perform at less than the sum of their parts.
For success we need collective leadership that can make valuable connections between all the key stakeholder groups and who can connect the strategic to the personal, values and the spiritual to the commercial.
Peter identified three conditions needed for effective team coaching:
Shared Endeavour - that the team cannot achieve by working in parallel.
An Aspiration - to collectively achieve a level of performance greater than at present.
An Interest - in having help on the journey towards the aspiration to achieve their shared endeavour
Break-out group responses to a question from Peter about the biggest challenge in their organisation in the next two years, provided a sample of the complex challenges with which team coaching might help. They included:
- "How do you create an organisational culture that allows change?"
- "How to help people through periods of uncertainty"
- "How to develop the resilience of individuals, teams and organisations?"
- "How do you move from individual leadership to acceptance and support for team leadership?"
- "How do you have both competition and collaboration?"
- "How do you combine self-driven, independent executives and, at the same time, make the whole greater than the sum of its parts?
- "How do you motivate team leadership in the context of individual goals"
- "How do we give people the experiences to replace the senior team and get them to recognise that they are the leaders of tomorrow"
- "How do we link leadership development with organisation development?"
The solutions to each of these and other similar questions, in one way or another connected with Peter's key theme, which was: "How do I (the leader) enable my team to function at a level greater than the sum of its parts?" Recognising that it can't be achieved by: Leadership, Followership or Shared Endeavour alone, but by all three together. Here again Peter highlighted that the most successful have the ability to be leaders of the space between strategic and functional teams.
Peter talked about creating an "electric link" between what individual team members care about and what is necessary, particularly when there isn't a "burning platform".
One approach was to gain insights through a Collective Leadership 360˚ process, involving all stakeholders (the customers of our leadership). Much deeper understanding of "what is necessary" can be obtained through the use of a framework developed by Peter and his colleagues: The five disciplines of high-performing teams, which is covered in more detail in the slides accompanying his presentation and posted on our website.
Peter raised this question: "What's keeping your stakeholders awake at night that you don't yet know about?"
His proposition was that seeking to answer this, and other similar questions, would help to combine strategic with individual development (learning); provide the basis for shared endeavour and , in so doing achieve the overriding goal of enabling the team to function at a level greater than the sum of its parts.
Peter left us with the question that leaders need to address: "What is it that you as an organisation uniquely do that the world of tomorrow needs?"
The themes covered in this presentation are included in Peter's latest book: "Leadership Team Coaching" published by Kogan Page.
Peter ended by announcing the new Leadership and Leadership Development Research Centre at Henley Business School, which will be launching a major new research consortium on "Next Generation Leadership and Next Generation Leadership Research". Any organisations interested in being involved should contact him peter.hawkins@henley.com.
'Managing Local Change in a Global Context' - Clydesdale Bank
The Leadership of Organisational Change SIG was delighted to be able to hold this meeting at the Clydesdale Bank London City Financial Solutions Centre. We are grateful to Clydesdale for providing an excellent venue with first class refreshments throughout the evening.
This meeting was a "first" for the Group, because it was led by one of our own members - John Holland, who successfully integrated a practical presentation with two challenging discussion sessions, each complementing the informal networking opportunities at the beginning and end of the evening.
John's current role is Lead Business Partner with the Business Design and Development Directorate of the UK Borders Agency. However the situation he described related to his career with one of the world's largest pharmaceutical companies. The title of his presentation: "Leading an Organisational Change - A Practitioner's Tale" really did get to the heart of the key messages he wanted to share with us.
In a world where the pharmaceutical industry was experiencing enormous pressures, including:
- The impact of drugs coming off patent on competition and sales revenue
- The NHS "monopoly" buying power
- The exploitation of differing price control legislation across Europe
John's role was to lead a significant organisational change project, within a mass of conflicting demands in a global organisation.
He described vividly the reality of leading a project where many of the external forces were recognised, a new direction was outlined by the CEO and the potential solution was specified - deliver "Customer Relationship Management" (CRM). But the details of this delivery were unknown - which of the many problems was this solution supposed to fix? A situation further complicated by departmental "silos", each seeing the change differently and proposing solutions that would fit most easily with their ways of working.
So the project task was to "make sense of the situation" and build a case for change that was culturally acceptable within the UK environment. To satisfy the management needs for control, a formal project structure was created for the UK CRM Strategic Investigation structure. However this limited the "agility" needed to achieve the change in the timeframes required. It was also hampered by:
- A complex reporting hierarchy
- Variable support levels from directors
- Little clarity of purpose initially
- Varied personal experiences of similar projects
The project team set out to collate data to understand the situation, resulting in a mass of data but little consensus. After considering various possible approaches to "sense making" from this data, the team opted for developing a large-scale, wall-sized Mind Map, which created a tangible picture that could be shared. Physically walking directors around this picture started to generate the consensus for change. John also highlighted other "open space" techniques that can be used for making sense of "messy" situations.
The impact of this approach enabled the team to create discussions around the key themes and options for change, which could then be "sold" back to the management team. The subsequent success of the Change Implementation was based on taking a pragmatic approach to change that was "desirable and cultural feasible".
The strong message from John's presentation is that we are not always able to work in a perfect world and may not have the time to apply the ideal academic rigour to planning and understanding change situations. Our starting point may often be skewed by ideas and understanding from the top which do not match reality and personal histories of previous change projects. Nevertheless, a project team with an open, inquiring approach can make sense of the situations, generate the case for change and lead the organisation through a successful transformation.
New Year 2011 meeting - EC Harris
The Leadership of Organisational Change SIG was delighted to be able to hold its New Year 2011 meeting in the EC Harris's prestigious HQ in York Way, London. We are very grateful to EC Harris for allowing us to use their venue, but also for making refreshments available throughout our meeting.
Philip Youell (CEO EC Harris) gave us a fascinating talk about the way EC Harris has responded to the challenging economic and industry environment. In addition he shared some excellent insights on how to manage and embed change in turbulent times.
Philip described the experience of being at a strategic review meeting with his senior team when the 2008 economic crash occurred. This allowed them to respond proactively to this future uncertainty (Protect our Business Plan) and to begin to rebrand and restructure the company to become a highly successful built asset consultancy (Beat the Market). Philip explained that the team keeps a constant watch on the external environment and is not afraid to enter or develop new areas of operation in response to market trends.
Philip acknowledged that by its nature EC Harris is now a complex international organisation offering a range of services to its clients through a combination of knowledge and developing capability.
What was clear throughout Philip's presentation was the level of trust he placed in his leadership team, developed through a shared Leadership Programme with Henley. There is joint decision making and the understanding that the organisation will be successful through its core values.
Philip gave us some pointers of how to drive change in this high-velocity world:
- Change must be a leader's way of life, not a function - recognising that people need to be supported and facilitated during change and understanding that they will have different levels of comfort when confronted by change. Also that there will be different motivational factors in play.
- The vision must be clear and accessible - it offers a call to action and needs to be clear (on 1 page); behind it though needs to be precision about what is expected of people whether this is expressed as processes, procedures or future behaviours.
- There needs to be measurable outcomes as a manifestation of the vision - The Plan
- Milestones reinforce success
- Values - provide a code, a set of beliefs, and are the central planks that support understanding of what behaviours are required. These need to be expressed in a respectful way which is open to everyone and well phrased. Encouraging people to function as teams to meet the different needs of clients was seen as key to success.
- Performance management and reward needs to be aligned to the vision, the expected outcomes from the plan and the values.
- A framework is required that helps people to work out the things that need to happen, and allows them to bring them into fruition.
Philip explained that he and the leadership team endeavour to state what is expected and make their messaging explicit.
Philip attained his MBA at Henley and in 'the Henley way' was happy to facilitate and encourage us to consider some of the issues he had raised in his presentation.
He asked us to think about our organisations and to consider:
- whether they were centralised or decentralised in their approach
- the elements that are in place and working to support success
- how overtly the values are understood within the organisation - how easy is it for people to support the business in a volatile market
- how you develop competences which allow you to develop the values
Philip explained how he had involved staff when they moved into the new building in York Way. The staff members were able to see the building before it was finished, to influence decor and to advise on how the building would operate. Design features and layout also encourage open and effective communication.
One of the things that was so important was the need for people to share and learn together and to this end the staff are encouraged to interact together over lunch times sharing insights and building organisational knowledge.
Report on the Henley Leadership of Organisational Change (LOC) Special Interest Group Meeting
Held on Thursday 17 June 2010 at the British Bankers Association in London.
Richard Hordern is a Client Director at Henley Business School and one of the LOC members. He has many years experience of supporting change leaders in a wide range of organisations. We were delighted to welcome him to run a workshop for over 50 members and guests about one of the most challenging aspects of change - communication.
Organisational change happens through the actions taken by all involved, particularly by those involved in leading the change. However change leaders' best efforts are often undone by the way they handle both strategic and day-to-day conversations during the change. Conversations need to be aligned to the change approach, being directed towards achieving the future change.
- Report on the Henley Leadership of Organisational Change Workshop (PDF-587 KB)
- Henley Leadership of Organisational Change Workshop slides (PDF-36 KB)
Henley Business School Alumni Leadership of Organisational Change Special Interest Group
Report of Meeting held on Wednesday 10 March 2010 at Greenlands - Developing Connections and Understanding Organisational Energies: The Organisational Energy View on Leadership of Change.
We were delighted to welcome over 35 participants to the event. We kicked off the proceedings with a buffet supper and an opportunity for networking and 'making connections' over a glass of wine! The energy and buzz these connections generated was indicative of its success.
The main session was delivered by Bernd Vogel - Assistant Professor of Leadership and Organisational Behaviour - and a member of our special interest working group.
Bernd delivered a lively session helping us to explore the concept of organisational energy and positioning the relevance of his work within change leadership.
He explained that energy is the 'force an organisation uses to purposefully put things in motion' and explained its 'collective quality, the potential for emotional, cognitive and behavioural impact and its relationship to goal delivery'.
Bernd described the four organisational energy states - comfortable energy, resignative energy, corrosive energy and productive energy……and at this point he got us to work! Bernd asked us to use the matrix as a basis for describing an organisation we either worked for or had been involved with. We then divided into 4 groups - each group considering one of the 4 energies. We were asked to share our experience and the examples of our 'specific' energy and to identify ways of handling each of the energies. These discussions were fascinating.
As we fed back our thoughts Bernd confirmed or challenged our thinking by presenting his findings. Finally he encouraged us to think about our own energy.
Please find attached the slides used during the event and an article which Bernd has kindly agreed we may circulate which explains organisational energy in more detail.
- An organisational energy view - Bernd Vogel (PDF-647 KB)
- Keeping Track of Organisational Energy - Bernd Vogel (PDF-614 KB)
My thanks to all those who joined us and I look forward to welcoming you again to our future events.
Event 3 sponsored by Fujitsu
Baker Street, London W1 - 17 September 2009
Speakers: David Smith CIO / CTO Fujitsu UK & Eire and Director of Core Shared Services and Suzie Allwood - Head of Strategy and Business Change, Core Shared Services joined David during the Q & A session.
On 1 April 2009 Fujitsu re-organised its business globally outside of Japan and made a significant acquisition by buying the 50% of shares in the Fujitsu Siemens Computers joint venture that were owned by Siemens to secure sole ownership. At the same time the UK & Ireland region also implemented a significant re-organisation, partly to reflect the changes made to the global business. On UK&I context the organisational changes made were fundamental and impacted on over 15,000 people with very few areas of the company not feeling some impact. The planning window for the change was under 2 months.
Event 2 sponsored by American Express - Leadership in the Context of a Reforming NHS.
19 May 2009
Presented by Professor Paul Corrigan, Management Consultant and Executive Coach; previously special adviser to Secretary of States for Health, Alan Milburn and John Reid and senior health policy adviser to Prime Minister Tony Blair.
Event 1 sponsored by Right Management - Leading Change in Turbulent Times.
21 January 2009
Presented by Helen Toogood, VP New Ways of Working with Unilever.
Drawing on her wide experience of driving change in a global organisation, Helen focussed on what we need to understand and connect with in order to encourage the inevitable confusion and uncertainty to surface and how to manage these emotions whilst driving towards an uncertain future.
- Presentation - Leading Change in Turbulent Times (PDF-616 KB)
- Meeting notes: Leading Change in Turbulent Times (PDF-30 KB)
- Helen Toogood's Biography (PDF-25 KB)
The Group's Committee
The newly formed committee is charged with arranging and managing up to four events a year. The format of each event is tailored to the subject matter and may well include the opportunity for small groups to discuss relevant topics selected by the committee for feedback to the members either during or after the event. Several committee members will be present at each event. Contact with, and suggestions to, the committee should be made by emailing leadership@henley.com.
The committee will enable a number of working groups to manage the SIG and facilitate discussions amongst its members. The working groups are:
- Web Working Group (John Scott and Ray Atkinson)
- LinkedIn Working Group (Mike Green and Situl Shah)
- Thought Leadership Working Group (Mike Green and Bernd Vogel)
We have created a sub-group of the main Henley Alumni LinkedIn network. Called Leadership of Organisational Change it will act as a forum for discussion, networking and news and complement the main website. Although 'managed' in terms of ensuring that the group runs smoothly and those who want to join are invited in, it is basically a self managing network and new discussions on topics of leadership and change can be started by any member, and likewise contributions made by all. A longer term objective is to use these web pages to collate best practice knowledge as accumulated from the membership.
Committee meeting minutes:
- LOC Committee Meeting Minutes January 2011 (PDF-78 KB)
- LOC Committee Meeting Minutes 9 September 2010 (PDF-57 KB)
- LOC Committee Meeting Minutes 11 November 2009 (PDF-84 KB)
- LOC Committee Meeting Minutes 25 August 2009 (PDF-61 KB)
- LOC Committee Meeting Minutes 14 April 2009 (PDF-77 KB)
Ray Atkinson - MBA, MCIPD, LRAM
Ray Atkinson is the Chair of the Leadership of Change Special Interest Group. Ray is a specialist in the areas of leadership and organization development, with a strong focus on strategic change and its impact on organizations and individuals. His association with Henley Business School is through the MBA Programme. Ray's career has included senior HR/leadership development and general management roles with GKN and Smiths Industries, which is complemented by the last ten years as a consultant. He is owner and managing director of The Wadenhoe Consultancy Ltd. Having interspersed his HR experience with three senior general management roles in industrial services and logistics businesses, Ray brings a very practical, business-orientated approach to all of his work, which he hopes will add value as Chair of the LOC SIG.
Kate Greaves, MBA, Cert.Ed
Kate Greaves is an active member of the Leadership of Organisational Change SIG Working Group. In October 2008 Kate supported the inauguration of this special interest group and until October 2010 carried out the role as LOC SIG Chair. Kate is Managing Director of Greaves2 Consulting Ltd. Her association with Henley is via the Distance Learning MBA which she completed in 2003 and the Certificate in Coaching (2009). Kate has had a varied career working in the NHS in clinical and change management roles. In 1998 she made a career change to join Cap Gemini (and later QA Training), to work as a lead consultant with clients from the financial, FMCG, government, healthcare, aerospace and telecom sectors. Kate has experience in change management and process management and acts as a coach in both these areas.
Alison Doyle: BA Hons (Oxon), MSc., FCIPD
Alison Doyle is a highly experienced and business focussed Learning and Development/ Organisational Development expert. She runs her own Coaching, Facilitation and HR Consultancy (Felden Training Ltd). She joined Henley in May 2007 as a Client Director after an 18 year career at Cadbury Schweppes. Following her initial client director role at Henley she completed a successful role as project director reviewing MBA strategy. Alison was also Project Director for the integration of Henley/University of Reading before taking up the role of HR Capability Director in September 2008. She is now an associate at Henley contributing to open programmes and the overall HR Agenda as well as running her own business.
Mike Green BSc Dip Psych MBA FCIPD
Mike Green is a leadership and change specialist who helps individuals, teams and organisations manage change in both the public and private sectors. He has written or co-written a number of books including the top selling Making Sense of Change Management, Change Management Masterclass and Making Sense of Leadership. He is a Director of Transitional Space (www.transitionalspace.co.uk), a company dedicated to individual, team and organisational development, and has clients in both the private and public sectors from a wide range of areas and across a variety of cultures, industries and specialisms. Mike is a Visiting Executive Fellow at Henley Business School working as a Personal Tutor and a Subject Tutor in Managing People & Performance, Business Transformation, Leadership & Change and Personal Development. He is leading the LinkedIn and Thought Leadership Working Groups.
Rod Willis, Henley MBA, (Henley Coaching Certificate in Progress as of 09)
Rod Willis is a B2B Customer Relationship Management Professional and will shortly be providing Executive and Personal Development Coaching. Currently, he is the Professional Services Manager for Teradyne Diagnostic Solutions Limited operating on a global basis. His association with Henley Business School is as a graduate of the Executive MBA Programme (2009) combined with the Certificate of Coaching Course 2009. His specialities are working to help B2B organisations review and enhance their Customer Relationships and supporting Information Systems to deliver long term improvement in profits. His role on this committee is under review.
John Scott, MInstP, MAPM, MSP Practitioner, MEMCC
John Scott is a Change Management Professional and an Executive Coach. He is Managing Director of JHS Executive Services Ltd. His association with Henley Business School is via the Certificate of Coaching Course. He has previously held various senior permanent Programme Management related positions with Fujitsu Services, Centrica and the AA. He has undertaken a wide range of coaching and mentoring roles, both within organisations and independently, including executive coaching, team-coaching and life- coaching. His role on this committee is on the Web Working Group.
Situl Shah, BA(Hons), MCIM, & MBA
Situl Shah is a Strategic Marketing & Business Development Professional working in the High-Technology and Financial services industries across European and Emerging markets. His association with Henley is through the current Executive MBA Programme membership specialising on Strategy creation and programme implementation in a Global environment. Situl has previously held a variety of roles with leading organisations including APC-MGE, Telstra, Tripp Lite, AboveNet and Panduit responsible for world-wide strategic partnerships with IBM, HP, Emerson, EMC and Cisco. His role on the Leadership committee is to manage social networks including LinkedIn, Plaxo & Xing for related discussions and exchanges with an International audience.
Contact
We are always happy to hear from you. It would be useful if we could have your updated details on file so we can contact you. Please use the form below.
Contact with Committee members can be made via Alumni Services
- Telephone: 44 (0) 1491 418 777
- Fax +44 (0) 1491 418 861
- Email: leadership@henley.com