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Crelos in the news
These news items show how we work in partnership with clients to understand their strategic business agendas and develop solutions that achieve improved business performance.
News articles
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Bvalco Food for Thought Forum: The Unitary Board
October 2011 - Bvalco
The discussion over lunch on 27th October 2011 debated the dynamics between executive and non-executive board directors, and how this impacts on the concept of 'The Unitary Board'. Is it a real or perceived split, and is it even the most pertinent division to focus on when assessing boardroom effectiveness through the dynamics of the board members? In reality, do external pressures mean the concept of the unitary board is readily becoming a myth?
The Effective Board: An Interview With Brian Quinn
October 2011 - Bvalco
Alison Gill in Conversation with Brian Quinn of Bvalco. Alison Gill, Board Behaviour and Dynamics Consultant draws on Brian Quinn's experiences - which number among Chair of Celtic Football Club and Regulator at the Bank of England - about the current challenges facing board members.
FT Innovative Lawyers Awards 2010: Bvalco wins Highly Commended award in Risk and Regulation category
October 2010 -
Bvalco has received a Highly Commended award in the Financial Times Innovative Lawyers Report 2010. The report, "now in its fifth year", is the result of collaborative research by the Financial Times and its research partner RSG Consulting. It "has become one of the top legal rankings in Europe."
How creating a project management academy has tackled an industry-wide problem
June 2010 - People Management Magazine
Jeremy Galpin, Group skills and development manager at Costain, explains how creating a project management academy has tackled an industry-wide problem.
Time to brush up boardroom behaviour
May 2010 - Utility Weekly
"After the recent financial meltdown, higher standards are expected of senior corporate managers. This applies to the Utilities as well", says Elizabeth Henshilwood.
Steve Bicknell, Chief Operating Officer
'There are many ways to change businesses, from reorganising, buying a new CRM to starting new product lines. These are required, not sufficient, causes of successful change. The key issue is people. Will they alter attitudes and behaviour to drive the change through? This is one of the most challenging and enjoyable issues we work on.'
