Thales Learning & Development Customer Open Day 23rd May 2014

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CUSTOMER OPEN DAY
23rd May 2014

| 2
Welcome
Rachel Kay
Managing Director

| 3Agenda
AGENDA
09:15 – Arrival & Registration
09:30 – Welcome, Rachel Kay
09:45 – Introduction, Lyndon Wingrove
10:00 – Leadership Games & Experiential Learning with Mike Davies & Matt Driscoll
11:00 – What’s new in Office 2013 with Richard Harker
11:30 – A look at ILM with Matt Driscoll
12:00 – Project Management for all with Darren Ley
12:30 – Going Outward Bound with our Apprentices
12:45 – Buffet Lunch
14:00 - Close

| 4
Why Thales L&D
We believe that everyone in a
business has the potential to achieve
more, do better and improve.
This is why we exist

| 5
Our Vision
To create outstanding services that
enhance employee performance
driving cultural maturity – giving
business better capabilities and
brighter ideas.

| 6
Our Mission
We develop employee potential,
engagement and collaboration by
sharing knowledge, boosting
confidence and creating relationships
built on trust.
We deliver learning services through
our passionate team of professionals

2014 Thales Learning & Development. All rights reserved.
| 7Our beliefs

| 8Our Customers

| 9

| 10

| 11

| 12
Capability Team
Lyndon Wingrove
Director of Capabilities & Consulting

| 13What’s changed already?.
We are moving away from the concept of products
 We still offer courses of course
 But we can create higher value and impact from our combined capabilities
We need to broaden our offer to match the needs of our clients
 Specific focus on Sales & Business Development
 Move out of just Systems Engineering to Engineering as a whole (hardware, software and
systems) and joining up/applicability of them – product design, design thinking, value
We used to have a coaching and consulting product group
 This is now inherent in our offering across capabilities with broader skill internally and
externally through associates (some here today)
 Focus on organisational performance – how we can help orgs be more effective
International presence and ability
 We find ourselves in more corners of the globe through various clients
 We have strong international links
We are more creative
 Blended offer
 Experiential learning

| 14What we do
Lyndon Wingrove
Director, Capabilities
& Consulting
Susan Howard
Head of IT
Solutions Capability
Nicola O’Donnell
Head of Resource
Management
Nichola Batley
Head of Leadership
& Management
Capability
Adrian Terry
Head of Sales
Capability
Ian Presland
Head of Engineering
Capability
Mike Savage
Head of Bid &Project
Management Capability
and International
Lead
Organisational
Performance

Value
 Building trusted partnerships
• Work in new spaces
• With existing and new clients
Doing what
 Facilitating and consulting, working in partnership with clients
 not just chalk and talk (but doing that too!)
 Bespoke work
 Assess impact to client, help demonstrate ROI
 We are thought leaders, show more case studies
 Blended learning approaches
 The right solution to support the right outcome
| 15Our Vision

We are getting set different challenges!
Capture - Bid – Win - Deliver
| 16Example of Combined Offering
Management
& Leadership
Sales &
Business
Development
Engineering IT/Business
Systems
Bid & Project
Management
Bid Design Win Leader
ship
Teams
High
Perfor
mance
Teams
Launch
Consultancy and design as well as delivery

| 17New Areas of Work
Bid teams
 From capture to win – Sales & BD, M&L, PM
 Team formation and increasing the chance of success
 Complex sales and product v services
Supporting project teams
 From design to delivery – M&L, PM, IT, Engineering
 Effective launch and effective functioning
 Minimise risk to the business and the customer
Partnerships:
Improving creative performance of businesses
Climate Survey
Creative Problem Solving
Largest UK channel partner
7 habits, great leaders, sales performance
solutions

| 18CPSB partnership – Situational Outlook Questionnaire (SOQ)
Sources: Ekvall and Arvonen,; Isaksen & Akkermans; Mumford & Gustafson; Putter
50-70% of variance in
organisational climate can be
explained by differences in
leadership styles
Between 30% - 60% of variance
in financial results (profits and
revenue) and employee
engagement can be explained
by differences in organisational
climate
Leaders create the environment that drives performance and engagement
Repeatable measured
performance outcomes:
Profitability (23%)
Growth (37%)
EBIT Margin (36%)
Engagement (61%)
Sources: Ekvall and Arvonen,; Isaksen & Akkermans; Mumford & Gustafson; Putter
Leadership
behaviours
Organisational
climate
Results
Climate is what the employees experience:
Recurring patterns of behaviour, attitudes and feelings that characterise life in the organisation.
Our Learning Based Approach:
1) Partner – establish effective relationships
2) Diffuse – up-skill and enable in the organisation
3) Measurement – understand ‘where are we’ v ‘where want to be’
4) Improvement Action – focus of all above to create business value –
what will you do

 We’ve got a number of examples of the work we are doing
 You’ll get to meet some of my team doing what they love
 Hope you enjoy and get something to think about and take away
| 19So what will you see today

Welcome to
Your trainer is
`
ILM Offerings
with
Matt Driscoll
Friday 23/05/14

ILM
The Institute of
Leadership &
Management (ILM) is
the UK’s largest
management body,
combining industry-
leading qualifications
and specialist member
services

CLICK TO EDIT MASTER TITLE STYLE
ILM
• Part of the City & Guilds Group
• Primary purpose is to improve standards of leadership and
management in order to drive social and economic prosperity
• Define, develop and embed leadership and management capability to
succeed
• Offer UK’s widest range of leadership and management qualifications,
accredited training and membership services
• Over 750,000 managers have benefited from an ILM qualification or
accredited training programme in the past ten years
• Over 35,000 managers are now members of ILM

Feeling valued
Increased confidence
Improved decision-
making
Building and developing
their team
Sharing best practice
Recognised qualification
Engaged and motivated
managers
Chance to develop
managers across the
business
Confidence that decisions
affecting your teams are
appropriate and effective
Clear standards
New ideas
Promote & share best
practice across the
organisation
Develop a stronger
management team
Increased levels of
motivation and
engagement
Reputation as a
professional business,
developing its own people
Benefits
Participants Managers Organisation

GET THE
BOOST YOU
NEED FOR
SUCCESS

ILM Programmes Are Different
• All ILM qualifications are nationally and internationally recognised
• Widest choice
• Transferable credit across all ILM qualifications – if you’ve completed a
unit you don’t have to do it again
• Flexible – ILM’s unit-based programmes help you learn in bite-sized
chunks
• Keep developing your skills – with numerous qualifications ranging
from levels 2-7 you can keep progressing

Size
Level
Subject
Units
 Leadership &
Management
 Coaching & Mentoring
 Business & Enterprise
 Specialist 2 – Team Leaders
 3 – First Line Managers
 4 – Bridge
 5 – Middle Managers
 6 – Bridge
 7 – Senior Managers
 Award
 Certificate
 Diploma
 Developing the work
team
 Solving problems &
making decisions
 Becoming an effective
leader
 Undertaking
management coaching
in the workplace…

Management Pathway
Aspiring
Manager
• Accredited
Endorsed
Programme
• 1 day
• 1 assessment
• Tutorial
support
Developing
Manager
• Level 3 Award
in Leadership &
Management
• 3 days
• 2 assignments
• Tutorial
support
Experienced
Manager
• Level 5 Award
in Leadership &
Management
• 4 days
• 2 assignments
• Tutorial
support
Strategic
Leaders
• Level 7 Award
in Strategic
Leadership
• 4 days
• 2 assignments
• Tutorial
support

Coaching & Mentoring
• 2 days
• Online module
• 3 x assignments
• Tutorial support
• Coaching supervision
Level 3 Award
in Coaching
• 3 days
• Online module
• 3 x assignments
• Tutorial support
• Coaching supervision
Level 5
Certificate in
Coaching &
Mentoring

Size
Level
Subject
Units
 Leadership &
Management
 Coaching & Mentoring
 Business & Enterprise
 Specialist 2 – Team Leaders
 3 – First Line Managers
 4 – Bridge
 5 – Middle Managers
 6 – Bridge
 7 – Senior Managers
 Award
 Certificate
 Diploma
 Developing the work
team
 Solving problems &
making decisions
 Becoming an effective
leader
 Undertaking
management coaching
in the workplace…
?

Measuring Success
 Setting personal
objectives
 Setting business
linked objectives
 Reviewing progress
and evaluation

Responsibilities
TLD
Other
Support
Manager
Participant

`
Friday, May 30, 2014
Not just for Engineering and Construction
environments
Darren Ley
PROJECT MANAGEMENT FOR
ALL

Thales Project Portfolio | 35
Corporate
Aerospace
ATM
Defence Aerospace
Defence
Innovation
Security
Transportation
Advanced Air Defence
Naval solutions
Underwater systems
Battlegroup solutions
Smart cities
Helicopter avionics
Training solutions

Definitions | 36
Executive Strategy
BAU/Operations
Programme Management – ‘is the co-
ordinated management of projects and change
management activities to achieve beneficial
change’
Portfolio Management – ‘The selection,
prioritisation and control of an organisations
projects and programmes in line with its
strategic objectives and capacity to deliver’.
Project Management – ‘The application
of processes, methods, knowledge, skills and
experience to achieve project objectives’.
Project – ‘A unique transient endeavour
undertaken to achieve a planned objective’.

| 37Conservation
Conservation and science projects in more than 50 countries
based at London Zoo and Whipsnade Zoo.
Founded in 1826, the Zoological Society
of London (ZSL) is an international
scientific, conservation and educational
charity whose mission is to promote
and achieve the worldwide conservation
of animals and their habitats.

| 38Emergency Services
 Fire Prevention
 Awareness and education
 Response time improvements
 Relocation of control centres
 Introduction of Air Ambulance service
 Test schedule for RNLI boats

| 39Not for Profit projects
 Emergency crisis response
 Vaccination initiatives
 Sanitation and clean water
 Fund raising / Campaigning
 Medical treatment and intervention
 Provision of care services

Common cause of Project failure
What our training can help you to
address
 Unclear objectives
 Scope changes / Creep
 Risks maturing
 Poor planning
 Unresolved issues
 Prioritisation of work
 Poor communication
 Poor leadership
 Imbalance in Team dynamics
What our training can partially help
you to address
 Lack of senior management support
 Lack of resources
 Budget / Funding issues
| 40

| 41Thales ‘open’training portfolio
Non Accredited
 Managing Smaller Projects
(An introduction to Project Management)
 Essential Skills for Managing Projects
 Core Planning Skills
 Project Risk Management
 Introduction to Agile Project Management
 Microsoft Project and Primavera P6
Accredited
 APM Introductory Certificate
 APMP exam preparation workshop
 APMP for PRINCE2 practitioners
 IPMA Level D, C and B
 PRINCE2 Foundation & Practitioner
 Managing Successful Programmes

| 42The Same but Different
 Best Practices
 Set of guiding principles
 Own Project Lifecycle
 Dedicated project roles
 Supporting handbooks
 Offer templates / management products
 Exams / qualifications
 Offered as GUIDANCE
 Flexible in their application

Delivery Solutions
 Presentations
 Exercises (individual / group)
 Case study walkthrough
 Computer based simulation
 Quizzes
 Gamification
 Pre learning
 Homework assignments
 Mock exams
 Workshops
 One to One Coaching
| 43

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Going outward bound
APPRENTICE PROGRAMME

1st Year Apprentices
Team & Self Awareness
Development

Purpose:
To improve performance in the workplace by enhancing awareness of personal and team
skills, with specific focus on building supportive relationships with their peers.
Focus:
The programme focused on:
► Developing a network of peers to support them through their career at Thales
► Developing personal behaviours required for effective team work
► Identifying strengths and areas for development
► Reflecting on their apprenticeship so far, and consider the application of learning in their
career at Thales
| 461st Year Apprentices – Team & Self Awareness

| 47
Here’s what happened...

“I managed to
survive a whole
week without
internet and TV!”

“I was really shy before I came here but now I’m able to
talk to people more confidently.”

“It showed
me that
others,
regardless
of age, are
capable as
leaders.”

“It was great to work
together as a team and
put your trust in others!”

“I learnt how
to appreciate
each
individual in a
team.
Everyone has
their own
skillset.”

“It’s really made me feel
good about my position
and future with Thales.”

“Before this week I’d never spoken to
the other apprentices. Now, we’re
meeting up at tea breaks & sharing
stories & experiences.”

“Since being back at work
I’ve got the confidence to
tackle problems on my
own and find a solution.”

“I now know how to deal
with tasks in a calm and
precise manner.”

“I was petrified but
with encouragement
from the other
apprentices I was able
to take part.”

“It was great to share ideas and
knowledge with more
experienced apprentices. I was
able to learn from them.”

“It’s already opened up
doors for me & I’m off to
GTS to talk about a
placement.”

“The Directors gave me tips & advice
which was invaluable. They’re not so
unapproachable as I previously thought.”

“I’m learning
far more here
than I would
at college”

“I wouldn’t change a thing…”

| 64Reception
Re-tweeted by The Duke of York
97% increase in engagement
Link to article

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THANK YOU
FIND US ONLINE
Website: www.thales-ld.com
Twitter: @thaleslearning
LinkedIn: Thales Learning & Development
Google+ Thales Learning & Development

Thales Learning & Development Customer Open Day 23rd May 2014

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