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Keith Brown served with the Royal Marines before pursuing a career in local government administration, where he was also an active trade union representative with UNISON.
Norman Baker MP has been Parliamentary Under-Secretary of State for Transport since May 2010 and is the Liberal Democrat Member of Parliament for Lewes, East Sussex. Prior to entering the House of Commons in 1997, he had a variety of jobs including periods as a Regional Executive Director for Our Price Records, a teacher of English as a second language and clerk at Hornsey Railway Station. Norman held a number of portfolios in the Liberal Democrat Shadow Cabinet, including Shadow Minister for the Cabinet Office, Shadow Chancellor of the Duchy of Lancaster, and Shadow Secretary of State for Transport. As an MP, Norman made his reputation for uncovering scandal and as a dedicated and effective campaigner for the environment and animal rights. Professor Roderick A Smith, now Chief Scientific Advisor to the Department of Transport, has had an academic career at the Universities of Oxford, Cambridge, Sheffield and Imperial College.
He has published widely in areas of fatigue and structural integrity, and has lectured in many countries. Jim Steer is the founder of Steer Davies Gleave, transport consultants, where he is a Board Director.
He established Greengauge 21 in 2006 to foster debate on a high speed rail network for Britain. He was seconded to the Strategic Rail Authority from 2002-5, heading strategy and planning.
He is Vice President of the Chartered Institute of Logistics and Transport, and a columnist for the Transport Times, and was a member of HS2 Ltd’s Strategic Challenge Panel. Dr PETE WATERMAN OBE, DL is the most successful British producer-songwriter in pop history, an author, DJ, Pop Idol judge and television presenter and a lifelong entrepreneur. Colin is a Director of Arup, where he is jointly responsible for the Partnership’s international design operation for transport projects. He is currently Project Director for the route options study being carried out by Arup for HS2 Ltd., to identify a new high speed line from London to the West Midlands and also the proposed Y-route to the North-East. Arup High Speed Rail projects include High Speed 1 and High Speed 2 in UK, California High Speed Rail, Texas High Speed Rail, Express Rail Link (China to Hong Kong), Portugal HSL, High Speed Line Holland and Beijing South High Speed Rail Station. Colin has played key roles in the delivery of major infrastructure projects and has first hand experience of private finance projects through his roles as project manager, designer and technical advisor to financial institutions and strategic advisor for the implementation of private finance initiatives. Councillor Paul Watson was elected as Chair of the Association of North East Councils in October 2009.
Born in Sunderland, he served an apprenticeship at Sunderland Shipbuilders where he worked until 1981.
The Leader of the Council, as Leader of the controlling majority political group, Chairs the Cabinet and acts as the Council’s lead political spokesman.
Stephen joined TfGM after a stint at Manchester City Council where he combined the roles of Head of Transport Policy for the city and Deputy Clerk to GM Integrated Transport Authority.
David's policy brief at the London Chamber of Commerce and Industry focuses on 'London's Infrastructure', with a particular focus on major transport projects. Previously David has worked in the House of Commons, and in political consultancy advising a number of international businesses across the technology, manufacturing, energy and skills sectors.
David Thrower has had a longstanding interest in high speed rail, going back to 1989 when he served on the former North West Channel Tunnel Group, which successfully sought the inclusion of a study of a high speed rail link into the North West's regional plans.
For most of the past decade, following working for two Passenger Transport Authorities, he has on a freelance basis advised the North West Business Leadership Team on high speed rail issues, including assisting with giving evidence to the House of Commons Transport Committee and the All Party Campaign for High Speed Rail.
David Simpson, Network Rail route managing director for Scotland, has been running Scotland’s Railway since 2005. Richard Lakin is a former journalist with experience of working in communications in the rail industry in London, the West Midlands and the North West.
He leads communications activity for the Go-HS2 consortium of groups and organisations which supports bringing high-speed rail to the West Midlands. James uses twenty years’ communications experience working across government, media and industry to build businesses for other people. Iain Docherty BSc PhD CMILT is Professor of Public Policy and Governance and Head of Management at the University of Glasgow Adam Smith Business School. Iain has worked with and advised a range of private sector, governmental and other organisations including governments and public agencies in the UK, US, Australia, Canada and Sweden, and the OECD.
London UK, 25 May 2016: New independent research from Towards Maturity, supported by Kallidus, reveals that the retail sector may be wedded to formal learning and has yet to explore the benefits of social and informal learning despite its growing commitment to investing in learning technologies and building its internal learning team.
What can today's learning leaders teach us about using evidence to support performance and capability? Louise Pasterfield from Sponge UK explores Towards Maturity data to uncover practical ideas that could inspire change in your organisation.Induction matters.
Mindset, behaviour, values and the ability to reflect, change and grow are all valuable characteristics - but are they being nurtured?While it's easy to slip on the rose-tinted glasses when looking at the challenges of business 20 years ago, it's fair to say that the landscape has significantly shifted in the last couple of decades. He is a graduate of Dundee University and studied at the University of Prince Edward Island.He has been a Member of the Scottish Parliament since 2007 and is currently the constituency MSP for Clackmannanshire and Dunblane.
He was educated at the Royal Liberty School, Gidea Park, before taking a degree in German at Royal Holloway College, University of London. Perhaps best known as one-third of the phenomenally successful Stock Aitken Waterman team and for his world-famous PWL label and production company, Pete has sold in excess of 500 million records around the world over five decades, launching artists such as Kylie Minogue, John Travolta, Rick Astley and Steps. David has spoken at a number of events on the vital importance of projects like High Speed 2 to the economy on behalf of the business community. Prior to entering politics, David studied History and Politics at the University of Leicester before completing a Masters at Brunel University. Having originally joined the rail industry as a BR graduate trainee in 1986, David has worked in a wide variety of roles for BR, Railtrack, Network Rail and within freight operating companies. Go-HS2 members include Birmingham City Council, West Midlands transport authority Centro, Birmingham Airport, NEC Group and Birmingham Chamber of Commerce. James has worked to develop and promote SCDI’s Blueprint for Scotland, focusing on growing Scotland's economy by creating an enterprising nation, maximising our assets and realising the potential of our people. During this time, James sat as an observer on the Scottish Funding Council and Chaired the Funding Council’s review into the quality of further and higher education in Scotland. As a former senior BBC correspondent he understands the importance of balance and neutrality.
Iain’s research and teaching addresses the interconnecting issues of public administration, institutional change and city and regional competitiveness, with particular emphasis on the structures and processes of local and regional governance, policies for delivering improved economic performance and environmental sustainability, and the development and implementation of strategic planning and transport policies.
However, they provide a great opportunity for constructive reflection.Everyone loves winning awards. Organisations are becoming more team-based, with flatter and less hierarchical structures that see five generations working together - often dotted across different locations, using technology to connect and work.
Before being appointed Deputy First Minister and Cabinet Secretary for Health and Wellbeing after the May 2007 election she had been Shadow Minister for Education, Health & Community Care and Justice. Amongst countless international industry awards, in 1990 Pete was recognised as the Music Industry’s Man of the Year.


David, who was educated at Aston University in Birmingham, was also heavily involved in the introduction of Pendolino trains on the WCML and has led the devolution of Network Rail’s business in Scotland.
James played a central role in the development of Scotland’s cities strategy that created the Scottish Cities Alliance and now chairs its Delivery Group. Following this, he worked for Scotland’s Colleges, representing the college sector as Senior to politicians and the media.
John Morrison is the owner of Morrison Media Strategies a leading PR, Public Affairs and Media Training company. His total research and consultancy awards in the last six years exceed £2 million, and he is currently Co-Director of the Scottish Cities Knowledge Centre and Co-Investigator on two major Research Council projects on sustainable transport and low carbon transitions. Organisations with effective induction are more likely to retain their new recruits for longer.
The process also enables learning professionals to reflect on five key issues that impact on designing and delivering a modernised learning strategy. We hope that our contribution will help shape an environment where real-world research informs organisational improvement. Although your ideas may be compelling, it's not easy to execute a plan without support, co-operation and collaboration from peers, stakeholders and business leaders. In September 2012, still as DFM, she was appointed Cabinet Secretary for Infrastructure, Investment and Cities with responsibility for government strategy and the constitution. Entering awards can be a daunting and time-consuming process - an additional task on top of everyday work. They get new employees up to speed quicker and help them reach their performance goals earlier.In its 2014 report about on onboarding, Aberdeen Group found that 68% of companies had no formal process in place. He was recently awarded the Degree of Doctor of Science honoris causa by the University of Lincoln. Since buying the first national rail franchise in 1993, Pete has continued to contribute massively to the preservation and development of this historic and essential industry. As a development professional, James continuously advises organisations on their growth plans, including Ministry of Sound, Capital Radio, Portland Communications (where he was managing partner) and PoliticsHome. They not only need to meet fundamental business targets, but must be dynamic problem solvers who know how to roll with (constant) change.Leadership and management skills really matter - and this includes mindsets, behaviours, values and the ability to reflect, change and grow. In 1997, he established London & North Western Railway, a state-of-the-art independent railway maintenance company. It provides L&D teams with the perfect chance to step back and think about what has led to current organisational successes, before sharing those stories and successes.There is nothing more satisfying at work than thinking over your recent activities and realising that there is a lot to be proud of! We'll be digging into Towards Maturity's data to see what it tell us about changes in onboarding practice, as well as picking out some practical ideas that could inspire change in your own organisation.
Seek, support and develop leaders right and you'll have more engaged, productive, and profitable businesses. Top performing L&D teams are 3-5 times more likely to be delivering improved productivity and agility today and have much to teach us.
I have had the pleasure of working with them and their customers for a number of years and have seen first hand their commitment to identifying and sharing great practices that really work. Only 13% of retailers are investing in blended learning while the average across all sectors is double that figure (26%), with top learning companies nearly three times more likely to be using blends than retail companies (35%). So it's no wonder that companies spent nearly $31 billion on leadership programs last year. It provides contemporary measures that focus on performance improvement and great tactics that help L&D teams become more responsive to the changing needs of business. This research highlights the fact that L&D teams must develop new mind-sets and skills, quickly. This may be due to a lack of required skills and knowledge, as the research indicates over half lack the confidence in incorporating new media in learning design and only 4% believe their L&D teams have the skills for facilitating collaboration. Benchmarking can help you get started on your way to winning and help you clarify what's been successful - here are 6 perfectly valid reasons to use it.How benchmarking can helpWe are not promising that benchmarking will definitely lead to trophies in the cabinet. It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe. What is more 71% do not believe that their own staff lack skills to manage their own learning. Secondly, the scale of the work ahead, as 95% of respondents want to improve induction with only 39% meeting that goal. Also, just 23% agree that their L&D teams have the skills to use technology for business advantage. These are tried and tested approaches that we've used in partnership with our clients to produce effective and award-winning learning interventions that deliver impactful change.1.
Pete is a director and currently chairs the board of Cadogan Entertainment Investments Ltd, the landlords of County Hall, Britain’s second biggest building and a key London tourist attraction.
With such a big gap between aspiration and performance, the induction challenge seems daunting but there is evidence that learning innovation is turning the tide. Here are six compelling reasons why benchmarking can help turn the possibility of being an award winner into a reality:1.
These aren't the only source of future leaders, of course, as many other potentials are already in-house, out there to be recruited or returning to work after having children. The Towards Maturity benchmarking process gets organisations, and L&D in particular, thinking on the right track. Incredibly, ‘Top Deckers' are 50 times more likely than the lowest performers to improve talent strategies to keep their best people. However, the world of work is changing and organisations are increasingly looking for more modern approaches to learning that support the fast-moving world of work and the needs of an increasingly digital workforce. The vast majority we talked with were frustrated by the lack of transfer back to the job after managers had participated in training.
It’s a great place to start, if you want to establish a strong foundation for change. Work with the subject matter expert or the business customer to identify the main objective of the programme. Our research with employees in this sector shows that staff are more able to learn for themselves than L&D give them credit for. Using real life ideas can help inspire new approaches that will make a difference in your own situation. This will not only help you design the programme, but will also help you measure its effectiveness.
It's very easy in today's busy world to not make time for reflection, yet reflection is critical to success. Inspiration by example We've identified four techniques used by organisations in their induction programmes that relate to the tactics of the top performing organisations highlight in the Towards Maturity Industry Benchmark Report. First, it seems there's a lack of measures put in place for management and leadership training.


The purpose of the Show is to inform and inspire L&D professionals to improve not just their personal performance but that of their organisation. They are three times more likely to use benchmarking as a performance improvement tool - benchmarking against the tactics that improve performance. By benchmarking you enable yourself to reflect, take stock and focus on the activities that really make a difference.2.
While every organisation is different, examples of good practice and innovation in other companies can offer inspiration for change. Secondly, it seems that the learning strategy many apply to management and leadership training is often out of sync with the audience's needs.
By reflecting on and analysing organisational performance, activities and practices, L&D can identify organisational strengths and areas of high performance.
The leading sports retailer has been providing online onboarding since 2013 with more than 25,000 employees, across the 19 countries going through the programme. Data from Towards Maturity reveals that 83% of new starters like to learn at their own pace, with 44% using their own mobile to learn.With this in mind, Sports Direct used the Adapt multi-device responsive elearning framework for its online content. Receive your Personalised Benchmark report analysing current performance and tailored action plans valued at £300 - free until 15 July. Just as importantly, benchmarking identifies weaknesses and those areas of low performance.
It means employees can access the elearning on a smartphone or tablet, giving them maximum flexibility. You can read more about Sports Direct's approach to induction in Inside Learning Technologies & Skills magazine. Only 39% offer mobile content, and 30% have no plans to implement social media for leadership development.
It's no wonder then, that there is a lack of transfer from learning to doing, if the learning doesn't fit in with everyday lives and habits in the first place and isn't focused on supporting performance there and then. Towards Maturity data reveals that 87% of Top Deck organisations agree that top managers are involved in promoting learning, compared with an average of 37%.UK infrastructure company, Story Contracting features a video message from the company owner and Chief Executive, Fred Story in its new online induction.
This isn't to say there aren't some great examples of modern, blended, performance-focused leadership development - there are some cited in Towards Maturity's paper. The not for profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. Pinpointing strengths and weaknesses enables L&D and business leaders to really hone in on performance. What can we learn from these?How leadership solutions can #makeithappenIt's time to close the gaps and deliver the type of learning solutions that will engage and really help leaders. Reinvent the InterventionIn the ‘Aim for Action' step you established a reason for implementing your learning programme. To really help them, we need to offer easy to find performance support that is genuinely useful and relevant to leaders and managers' points of need. Benchmarking does what it says: it provides organisations with a benchmark to measure themselves against others. New staff and partners joining Specsavers are able to earn a virtual coin by completing the company's new induction course.
You can use it to see how you are performing on various aspects of organisational practice compared to others. The business then makes a real cash donation to the charity chosen by employees in proportion to the number of virtual coins earned.You can read more about the Specsavers' approach here.
But we also need to help develop those deeper skills and behaviours in ways that fit with leader's (crazy) lifestyles. Since 2003, over 4,500 organisations and 23,000 learners have contributed to Towards Maturity's leading benchmarks. For example, have you properly embraced mobile learning and are reaping the kinds of benefits that some organisations are enjoying?
As a baseline, that means moving away from solely ‘event' based learning - three-day workshops or long online courses - and embracing more resource or micro-learning approaches that provide short challenges and tasks as nuggets that help build skills and insights over time. What are the top performing companies in the Towards Maturity benchmark doing in terms of mobile learning?
An average of 48% of Benchmark respondents reported that elearning not being tailored sufficiently was a barrier to success. We would say that providing simulations, interactive videos and meaningful games can make smart use of a leaders' precious time, and build the competence and confidence leadership roles require - so ROI for L&D too. It can be really useful to know what characteristics top performing companies have in common and what is driving their success.5. United Biscuits (UB), the company behind household names such as McVitie's, Jaffa Cakes and Penguin, wanted to make sure its induction programme was relevant to both new starters and any existing employees who might access the training. UB used video of real employees talking about their jobs to add relevance and authenticity to the content.You can read more about the experience at United Biscuits in HR Grapevine magazine. Supporting or providing social spaces for informal learning and sharing is key too - the how will depend on who your audience is and how they currently work together.Measurement comes into play here as you have managers, teams, and peers providing tailored feedback about performance and application. This report gives clear, insightful indicators about your strategy's current strengths and how that compares to your peers.
But leadership and management development is often holistic, and ongoing - like a journey rather than a series of interventions.
The aim is to help L&D professionals focus on one area of action that will help them deliver impact. To track what tools, learning, and performance support is used by an individual is a bit of a red-herring - especially if you're genuinely offering it up to help them in anyway that works for them. And, if improving induction is your focus, there are more ideas in Sponge UK's Rough Guide to Induction. There has to be some bigger, business goals to be measured, alongside the individuals' performance or growth targets, and it might take a little while for the data to come in for these.
Louise PasterfieldManaging Director, Sponge UK Louise has more than 20 years' experience in learning and design and is passionate about making elearning absorbing so staff can apply what they have learned immediately into the workplace.Her interest is in how best to harness technology so people can learn, grow and make a difference to their organisations. In terms of those millennials as future leaders - don't leave it too late before you start developing them. In Deloitte's report on this generation, Not only is this generation notoriously flighty and ready to up and leave within two years, but 70% of those ready to jump ship cite lack of leadership training as the reason why. Just think about how that Personalised Benchmark Report will help you deliver better results.Unsure if you are ready?Benchmarking will help you make up your mind if you should enter an award this year or wait until next year when you have had a chance to build further on current successes.
So to attract and retain talent, and build leaders of tomorrow, open up those digital, multi-device resources -  simulations, diagnostics, videos, podcasts, tools and more to anyone who's interested.



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