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Natural Power

The Leadership Factory has been working with the executive team at Natural Power, a renewables business based in Galloway, on a major strategic change initiative. The company has enjoyed significant growth in the last 3 years, establishing a global presence and employing 500 people.

TLF worked with the top management to produce a strategy uniting the various sectoral, international and functional activities of the business into a coherent plan. This was supported by a major structural change, with leadership and senior management development programmes. The leadership programmes ran over a 12 months period and included workshops, team analysis, psychometric profiling and off-site activities.

The two leadership programmes have been used as a case study by Scottish Enterprise

Natural Power is an independent renewable energy consultancy and product supplier with offices throughout the UK, Europe and the Americas. 

Natural Power provides consultancy services across many areas including ecology and hydrology, planning, construction and geotechnical, asset management and due diligence. Employing over 250 people worldwide, Natural Power is backed by over a decade of strategic and practical ecology expertise. The business manages 26% of the UK’s installed onshore wind farm capacity.

As Natural Power continues to grow and expand its activities globally the Managing Director asked the Leadership Factory to develop a leadership development programme for the top management team within the business. 

The MD was conscious that as the business continued to grow and diversify that it would need strong, enabling leadership that would set a clear, shared strategy built on a solid, involving culture.

To create a strong top team to direct the business, Natural Power worked with the Leadership Factory to develop and deliver a High Performance Team programme that would focus on the critical elements of change the business was managing: strategic alignment, cultural consistency, team working and high profile leadership.

The programme used psychometric profiling and 360 degree analysis with each member of the top team to identify their own individual strengths and areas of development. The psychometrics were combined to produce a team profile which formed the basis of the discussions around the dynamics within the team.

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