Hamish Taylor focuses on enabling organisations to achieve breakthroughs by looking outside their current environment. Processes, product and people development are all part of this mix, covering themes such as customer service, leadership and change. With a CV that the Times described as "takes some beating" Hamish Taylor began his career with Procter & Gamble Ltd. From 1984 to 1990 he held a variety of Brand Management positions culminating in responsibility for the household cleaner portfolio (Flash…
Hamish Taylor focuses on enabling organisations to achieve breakthroughs by looking outside their current environment. Processes, product and people development are all part of this mix, covering themes such as customer service, leadership and change. With a CV that the Times described as "takes some beating" Hamish Taylor began his career with Procter & Gamble Ltd. From 1984 to 1990 he held a variety of Brand Management positions culminating in responsibility for the household cleaner portfolio (Flash brands). Following this, Hamish Taylor was a Management Consultant with PriceWaterhouse from 1990 to 1993 specialising in marketing effectiveness studies.
Hamish Taylor was appointed Head of Brand Management at British Airways at the end of 1993 taking responsibility for the airline's passenger brands (First, Club, Concorde, Shuttle, etc) and also playing a role in the growing group of BA franchise partners and Alliances. Innovations there included major product relaunches of Club Europe, Club World and First Class (including the introduction of flat beds).
Hamish Taylor moved in 1997 moved to Eurostar as Managing Director of Eurostar (UK) Ltd at the age of 36. The business was three years old and his remit was to reduce the major losses the operation was suffering. After two successful years in this role he was appointed as Chief Executive Officer of Eurostar Group, the organisation which oversees the Eurostar business in the three participating countries (UK, France and Belgium).
At the end of 1999 Hamish Taylor was appointed as Chief Executive Officer of Sainsbury's Bank, a joint venture between J Sainsbury's plc (55%) and the Bank of Scotland (45%). Once again, the objective was rapid growth in profit from the breakeven position he inherited. The ability to innovate and move away from traditional banking approaches to behave more like a retailer proved the key to the significant growth that resulted. Sainsburys Bank is now earning significant profits
Hamish Taylor now advises clients such as Time Warner, General Motors and Citibank.
He has consulted or spoken for a wide variety of organisations including Microsoft, RBS, BAA, Camelot, Inland Revenue, Kimberly Clark, Post Office, Ernst and Young, Diageo and the Economist
Hamish Taylor is a Fellow of the Chartered Institute of Bankers, a Fellow of the Chartered Institute of Transport, and was the Rail Professional Business Manager of the year in 1998 for his results at Eurostar. He chairs the EMEA advisory board for Emory University from whom he also recently received the "Sheth Distinguished International Alumnus" award.
Internal and External Transformation
Transformation is about doing something different!
So, if your frame of reference is your current industry of functional discipline, then how are you going to create real breakthroughs? Whether you are looking to lead your team more effectively, create more influence with your other departments, invent new products and services to improve processes, then unless you are willing to push the boundaries of where you look for new ideas, you run a risk of incremental improvement rather than real step change!
Ever thought of yourself or your team as a brand? Ever wondered what a regulation manager can learn from a rugby referee or how to improve process by spending time with the Royal National Lifeboat Institution? No? Well you should have. Prepare to be challenged and inspired!
THE MASTERCLASS COVERS
Hamishs energetic, humorous and interactive masterclass uses war stories, cases, and tools he has "stolen" over the years to help participants re-evaluate the way they approach innovation, change and breakthrough delivery. The models are simple and the tools easy to use in a variety of internal management and external customer environments.
• The importance of immersing yourself in your customers environment and the difference between "insights" and data.
• Basing your ambition on customer benefit rather than your own improved performance.
• Setting the ambition high enough so that only a step change will deliver.
• Finding ideas from other environments by re-defining your issue/opportunity.
• Using advertising inspired communication tools to ensure others support your ambition.
• Creating a culture where innovation becomes business as usual.
• Space to rethink your approach to performance improvement and innovation.
• Lessons from elsewhere that you can apply to your opportunities.
• Energy and inspiration to get started.