1. Radical ENGAGEMENT

Radical Engagement ensures buy-in to change. It leads to relationships based on mindfulness that are real, gritty, robust, respectful, and less prone to fear and politics. The result is a critical mass of the workforce so engaged that they self-select to drive change they’ve helped identify.

2. WHOLESALE CHANGE

Wholesale Change means changes to attitude/culture (mind) are intertwined with changes in process/structure (machine). There's no point in developing the corporate 'car' without also developing the corporate 'drivers'... and vice versa.

3. Assured execution 

Change by Choice produces outcomes that are measurable, time-bound and delivered. Assured Execution is achieved by identifying key change milestones and measuring both 'soft' and 'hard' goals, from improvements in attitude to improvements in profitability, in fact to all aspects of the triple bottom line.

HALF DAY OR FULL DAY

Philip delivers workshops on aspects of the book. He can do so for your company at your offices or for yourself at an offsite event.

See Workshop details here.

He explores the meaning and benefits of Mindfulness and illustrates how a mindful approach to leadership and managing change makes it easier to create a culture of radical engagement.

An amazing culture sustained during massive growth

When Paul Lindley, general manager of Nickelodeon, and his wife Alison had trouble getting their daughter Ella to eat healthy food on the go, they decided to do something about it. They created their first product, the organic Red One fruit smoothie, in their own kitchen. And so, in 2006, Ella’s Kitchen was born. By 2009, there were many different pouches of organic food for baby and toddler in all of the major UK supermarket chains. And employee numbers were growing at 150% year on year. 

Paul's question to us was, “How can I maintain the initial ‘can-do’ and strong ‘emotional equity’ culture with the workforce growing so rapidly?"

Between 2009 and 2012 we worked with Paul to implement the full Change by Choice methodology. The employees helped identify the changes and drive the implementation at a pace they and the business could sustain.

With Philip's help, the company sustained its culture and reached 200 million units sold in the first six years of business. In 2013 the company was bought by Hain Celestial and is now No. 3 in the UK market after Cow & Gate and Heinz.

Paul Lindley, Founder & MD, of Ella's Kitchen said:

"Philip worked with us to develop our management style, from functional-based affairs to relationship-based engagements. He took great care and time to understand the function and expectations of our processes and the culture – worked with us all collectively and as individuals – and took the management team on a journey of self-discovery to really understand ourselves and how we were perceived by others. This change set us up for continuing our company’s exceptional growth in a better-managed and more focused way."

Viagra to market nine months ahead of schedule

A process re-engineering project was failing because it was rubbing up against the culture. Something had to be done, and quickly. So we were brought in to ensure people throughout the company would welcome and adopt the changes in process.

In the pharmaceutical world, a new drug is given a patent that begins to expire well before it is developed and brought to market.

Pfizer contracted a process re-engineering consultancy with the brief: “Bring our drugs to market more quickly.”

The drug development team they were assigned to were developing an angina drug that wasn’t proving very good in early trials, but seemed to have other properties. 

Pfizer thought that perhaps time-to-market improvements could be brought about on this low-key drug, and if useful, could be applied to other more important drugs being developed.

When the business process re-engineering project started to fail we were brought in to work alongside the BPR consultancy. Our task was to change the culture alongside changes in process, systems and structure. 

This is where the fully rounded change methodology of Change by Choice was honed: cultural ‘software’ and company ‘hardware’ developed together.

We worked on the project for two years. The failed angina drug turned out to be Viagra and we helped shave nine months off time to market.

To this day Viagra is still the most financially successful invention ever. 

Click here for a detailed case history.

The UK's No 2 media agency re-energised and differentiated

OMD wished to re-energise their culture and create greater differentiation in an overcrowded market place. 

The top players were promising similar services with competing claims of how they were better and OMD were struggling to maintain ground, let alone move ahead.

They called on us. Our challenge was that the advertising and media industry can be quite cynical and resistant to outside ideas. 

Yet OMD became inspired by the bottom-up and inside-out approach of Orchestrated Disruption: the way we get radical buy-in that's so deep a critical mass of the workforce will drive the change. 

This aspect of the Change by Choice methodology proved critical in achieving the desired outcomes.

In the year of the change programme, OMD UK retained more business than in any previous year, and won the largest new client deal of any other UK agency. 

The CEO and the MD put these achievements down in large part to the change programme Philip delivered. OMD has been Global Media Agency of the Year 11 times in a row.

Steve Williams, CEO, OMD UK said:

"Philip is of a rare breed and a powerful character. 

He has tremendous skill in understanding and merging the more emotive side of business management and change, with the hard-edged areas such as process, structure and strategy. 

Philip masterfully delivers this blend – the results became graphically clear."

Philip's Background

Based in Henley-on-Thames UK, Harley Young is an implementational consultancy, comprised of change gladiators!

The co-founder, Philip Cox-Hynd, dovetails his expertise in human development with strategy and process improvement.

In the human development field his expertise was gained leading public seminars for Exegesis (the UK version of Landmark Forum) in the 1980s, working with the Human Awareness Institute of California, as well as collaborating with John Grinder, co-formulator of NLP. 

Philip combined this expertise with insights gained working with the inventors of business process re-engineering, work on strategy at Henley Business School UK, as well as hands-on experience on client projects over 25 years, delivering lasting corporate change.

This combination led to Philip becoming a strategic and cultural change management expert and, through his company, Harley Young, he has designed and implemented growth-led change programs for large and small corporations such as Barclays, Pfizer, Microsoft, Arup and Ella's Kitchen. 

Philip is interviewed about his life and work by BBC Radio and others on this page. 

Philip's Methodology

Philip's extensive experience gained within client companies enabled him to develop the Change by Choice methodology which encapsulates the definition, delivery, and hands-on implementation of strategy-led behavioural change. 

His expertise covers most aspects of how to accelerate growth in a company.

This is achieved via firstly improving leadership through the Radical Engagement process to crystallise direction and role-model relationships that inspire. 

Secondly, growth acceleration is also achieved via the Unreasonable Buy-in process used to engage and galvanise the staff themselves to drive change from the bottom up.

Engaging a critical mass of staff to the point where they want to drive change has become his speciality.

Philip has worked with companies in sectors as diverse as IT, food production, consumer goods, engineering, pharmaceuticals, customer service and investment banking.

Philip is a Vipassana meditator - Vipassana is the origin of mindfulness - and he started this discipline in 2003, continuing to this day.