Consulting and Organisational Development

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Most organisations don't have a shortage of people initiatives. Problems arise when those initiatives don't talk to each other.

Performance management sits over here. L&D over there. Talent pipelines managed separately from employee proposition, which has no connection to how the organisation is actually structured. Each piece commissioned in response to a specific problem, each one designed in isolation, none of them quite working together the way they should.

The result is a lot of activity, a lot of spend, and a persistent feeling that something still isn't right.

This is where JWC typically comes in — not to add another initiative to the pile, but to understand what you already have, why it isn't joining up, and what it would take to build something coherent. A talent management philosophy that actually connects the dots. People processes that reinforce each other rather than pulling in different directions. An organisation designed around what you're genuinely trying to achieve, not inherited from a structure that made sense five years ago.

The kinds of problems we work on most often:

Organisation design and structure — when the way you're organised is getting in the way of how you need to operate.

Talent management — building end-to-end processes that connect how you attract, develop, manage and retain people into a single coherent strategy.

Performance management — designing systems that genuinely support development and drive performance, rather than creating stress and paperwork for their own sake.

L&D strategy — understanding what your people actually need to learn, why, and how to build something that sticks rather than a calendar of disconnected training events.

Employee engagement — understanding not just whether your people are engaged, but why they are or aren't. Using a structured behavioural framework we diagnose whether engagement gaps stem from capability, opportunity or motivation — and design interventions that address the actual cause rather than the symptom.

Every engagement is different. We don't arrive with a template — we arrive with questions. The process is always bespoke, always starts with listening, and always ends with something you can actually implement.

If you're not sure whether what you're facing is an OD problem, start with a conversation. We'll tell you honestly what we think — including if we're not the right fit.

When a leader comes to us with a people challenge, they're rarely asking 'what type of person is this?' They're asking something much more specific — are my people ready for what's coming? Do we have the capacity to deliver this? Is this team set up to succeed?

Those are the questions JWC assessments are built to answer.

Short, targeted and psychometrically robust, every JWC assessment starts with a business question and works backwards. They are not benchmarked against generic population norms — they measure whether your people have what they need to perform in your context, at this moment, given what you're asking of them.

THE FLOURISHING PROFILE

Are my people psychologically ready to engage?

Engagement surveys tell you what already went wrong. The Flourishing Profile tells you what's coming.

It measures five core psychological needs — Purpose, Others, Identity, Safety, Energy — and the gap between how strongly each person holds those needs and how well they're currently being met. That gap is the signal. A person whose needs are significantly unmet doesn't show up disengaged on a survey yet. But they will.

The Flourishing Profile gives you the intelligence to act before that happens — at the individual level, and across teams and organisations.

Each respondent receives a personalised seven-page report. Beautifully designed, written in plain language, developmental in tone. Something people actually want to read and act on.

THE TEAM PROFILE

Is this team set up to perform?

When a team isn't working, the temptation is to look at process, structure or workload. Sometimes that's right. But often the real issue is human — unmet needs, mismatched expectations, dynamics that nobody has named but everyone is feeling.

The Team Profile gives you a clear picture of what's working, what isn't, and why — where the strengths are, where the friction is coming from, and what needs to change for the team to perform at its best. Before it becomes a management problem you can't ignore.

THE CHANGE READINESS PROFILE

Are my people equipped for what's coming?

Change programmes fail for a lot of reasons. Budget. Timing. Complexity. But the most common reason — and the most preventable — is that the people being asked to change weren't psychologically ready to do it.

The Change Readiness Profile measures whether your people have the traits and conditions that determine how well they navigate uncertainty, adapt to new demands, and maintain performance under pressure. Before you launch the programme. Before you announce the restructure. Before the cost of getting it wrong becomes visible.