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Portfolio

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Royal Mail Group

We are very proud and delighted to be designing and delivering an ambitious new Graduate Development Programme for the Royal Mail Group. At a time when the Royal Mail is in the midst of immense change, we see the powerful development of their annual intake of Graduate talent as an amazing catalyst for transforming their culture....
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Marks & Spencer

As Marks & Spencer open a new store, they need to build a strong leadership team, able to create a high performance service culture from day one. Nine months prior, we would begin work with the senior team, creating alignment and clarity around values and behaviour, cascading this more widely as the staff team grew....
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Arla Foods Limited

Arla Foods is a Danish/UK co-operative dairy business with brands such as Lurpak Butter, Anchor and Cravendale Milk and is the eighth largest dairy company in the world. Over several years, we have steadily built a relationship with Arla Foods, moving across formal programmes, specific team development and capital projects. Initially we designed and delivered their...
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Reckitt Benckiser

The brief from Reckitt Benckiser was to work with their New Product Development Group (50 people) in order to re-balance the relationship between the twin business drivers of science/technology and marketing. The NPD Group sits at the nexus of these two elements and became a catalyst for driving innovation back into the business rather than...
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Nokia

Through our partnership with Mobilizing Teams International, we have been working with the most senior Nokia leadership teams in Finland, the UK, Brazil, China, India and the US. Our mission has been to help them create their new mission, engage and support their people and enable rapid change to happen. We have also been coaching...
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British Council Australia

We are delighted to have an ongoing relationship with British Council Australia , where we are lead facilitators on their Accelerate programme. This programme builds the leadership capacity of indigenous arts practitioners working in the cultural sector across Australia and builds sustainable links with their contemporaries in the UK. With intensive development workshops, personal development...
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Leeds Beckett University

We are currently facilitating conversations with senior leadership teams around the University, addressing issues of leading rapid change and engagement in an academic culture coming to terms with an increasingly competitive and customer-centric environment. We have been working with senior leadership teams in: School of Sport Libraries & Learning Innovation Faculty of Arts, Environment and...
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Dyson

We work with Dyson to develop the story telling and influencing skills of their designers and engineers, so they are better equipped to garner support for their ideas and better placed to shape decisions and resource allocation. This work involves understanding personality traits and preference whilst flexing communication styles and behaviours. Liz Margree used to...
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Danone

We worked with Danone to help them create new products in their Dairy and Water businesses, assisting their product development teams to use creativity tools to push their thinking in new directions and get radical ideas approved for development.
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BASF

Through our partnership with Mobilizing Teams International, we are delighted to work with BASF in Germany, providing a week-long, residential leadership programme that explores the roles that leaders play in how their teams solve problems under pressure and in ambiguous contexts. Using extended business simulations, cutting edge leadership theory, actors, Board member visits and facilitated...
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cultural leadership programme

Cultural Leadership Programme

Over four years, we became a key design and delivery partner of the Cultural Leadership Programme, helping them to fulfil their remit of building the leadership capacity of individuals and organisations in the UK cultural sector (arts, museums, libraries, archives and creative industries). We did this through a range of connected and varied programmes that reached out into diverse and marginalised groups, built relationships with the commercial sector and helped individual artists understand their leadership potential outside of formal organisations.
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T Systems

T Systems

Our client at T Systems was leading a significant project, bidding for a multi-million euro contract to design and build cutting edge telecoms infrastructure. Winning this bid was going to be tough and he wanted to emphasise how the international expertise and depth of experience of T Systems could pull together to deliver. In order...
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UBS

UBS Investment Bank

With UBS, we have been on a journey that has taken us from London to New York to Hong Kong and back again working with some of the most talented leaders in one of the world’s largest investment banks. UBS was one of our very first clients and from our first tentative meeting we built a relationship of mutual trust, creative challenge and collaborative working…
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Ernst & Young LLP

Our brief was to make the most of an impending move to prestigious new offices in Leeds. We really wanted to co-create something that achieved three goals in one and needed to: Involve Ernst & Young people in shaping their new working environment Create a sense of cohesion and "connectedness" across teams moving from three floors in the old office to one open plan floor. Develop a powerful client message that centres on the talents and stories of the individuals working for them. This was the starting point for "Developing Ernst & Young" – a photography project that involved 350 black and white disposable cameras, mass staff participation, a professional photographer, a gallery curator and an amazing client launch…
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Cultural Leadership International

Cultural Leadership International

A little while back, we were asked to contribute some thinking to an ambitious new international leadership development programme being developed by the British Council in partnership with the Cultural Leadership Programme. As a consequence of this thinking, we were asked to be part of the pilot phase of a new initiative, now called Cultural Leadership International. This first phase involved drawing together over 80 emerging cultural leaders from across Europe, North Africa and the Gulf States, helping them consider what leadership in the cultural sector is for them in an international context. This involved some intense and challenging workshops in Madrid, Bahrain and Amman, working with some amazing, creative people…
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