Impact

The impact of our programmes

The Common Purpose Impact Quadrant

Common Purpose programmes develop 12 leadership competencies within our Impact Quadrant (below).

Our methodology is based on the Kirkpatrick Model of training evaluation. Using a blend of data from our in-house assessment system* and seeking comprehensive written and verbal feedback from our participants, we are able to test the four levels of the model: Reaction, Learning, Behaviour and Results.

*Our in-house assessment system seeks responses from participants on a 1-6 scale (1=strongly disagree, 6=strongly agree) both immediately after their programme has finished and 3-6 months afterwards. The data in this report are based upon the 1145 responses received during 2016.

Impact: on Individuals
Senior Leaders 

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90% of senior leaders say our programmes have helped them develop as leaders
91% say they are better able to Lead Beyond Authority
91% say they have clarified their purpose
87% say they have grown their Cultural Intelligence

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92% of senior leaders say our programmes have helped them gain broader networks 
92% say they are better able to build relationships 
93% say their ability to spot connections has improved 
90% say they are better able to work in collaboration

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89% of senior leaders say our programmes have helped them make better decisions 
88% say they are better able to thrive in complexity
90% say they are better able to widen context
90% say their ability to confront bias has improved

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90% of senior leaders say our programmes enable them to drive bold innovation
87% say they are able to think the unthinkable
91% say they are better able to leverage diversity
92% say their ability to move to action has improved

Aidan Healy, Clinical Student Welfare Officer, Royal College of Surgeons in Ireland

“The Meridian course allowed me to gain a different perspective from people with different backgrounds and sectors. The course benefited my organization because it showed the importance of stepping out of a day-to-day routine. I am able to think and to act more strategically upon completion of the programme.” 

Impact: on Individuals
Emerging Leaders 

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90% of emerging leaders say our programmes have helped them develop as leaders 
91% say they are better able to Lead Beyond Authority
94% say they have clarified their purpose
84% say they have grown their Cultural Intelligence

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90% of emerging leaders say our programmes have helped them gain broader networks
91% say they are better able to build relationships 
91% say their ability to spot connections has improved 
89% say they are better able to work in collaboration 

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87% of emerging leaders say our programmes have helped them make better decisions
86% say they are better able to thrive in complexity 
89% say they are better able to widen context
86% say their ability to confront bias has improved

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85% of emerging leaders say our programmes enable them to drive bold innovation 
80% say they are able to think the unthinkable
88% say they are better able to leverage diversity 
88% say their ability to move to action has improved 

Molebogeng Lekala, Senior Manager, Accenture, South Africa

“There are moments where you will be challenged to perform a task you are not familiar with, with people for whom it’s a core strength. Believe that in all situations you have something to contribute and they will listen because there is always an opportunity to learn something new.” 

Benjamin Clarkson, Head of Financial Operations, Macmillan Cancer Support

“For me the biggest takeaway from the Academy was around confidence and actually understanding who I am, what I have to offer and where I am going. I hadn’t had the opportunity to give much thought to that before coming to the Academy. One thing I will do differently as a result is be more confident in my own abilities at work. I sometimes struggle with confidence—I assume that other people know best—but actually I need to trust myself a bit more. The Academy has given me the tools to do that.” 

Emerging Leaders: The streetwise mba®

Leslie's Common Purpose Story

Jonathan's Common Purpose Story

Impact: on Individuals
Students

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94% of students say our programmes have helped them develop as leaders
93% say they are better able to Lead Beyond Authority
94% say they have clarified their purpose
96% say they have grown their Cultural Intelligence

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96% of students say our programmes have helped them gain broader networks
96% say they are better able to build relationships 
96% say their ability to spot connections has improved 
96% say they are better able to work in collaboration 

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95% of students say our programmes have helped them make better decisions
93% say they are better able to thrive in complexity 
97% say they are better able to widen context
95% say their ability to confront bias has improved

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95% of students say our programmes have enabled them to drive bold innovation
92% say they are able to think the unthinkable
96% say they are better able to leverage diversity 
96% say their ability to move to action has improved 

Alice Lang, Student, University of Oxford and Rhodes Scholar

“It forced me to truly understand where people are coming from, what their worldview is and how to effectively work with such a diverse group. This has hugely benefitted my work at Boston Consulting Group and future career plans in China.”

Ian Holliday, Vice-President and Pro-Vice-Chancellor (Teaching and Learning), The University of Hong Kong

“International opportunities are so important as they broaden our students’ horizons. Our students are likely to live and work in mainland China and overseas after they’ve graduated, and we want to prepare them for that. We’re committed to developing our students’ leadership skills and the leadership dimension of the Common Purpose offering really delivers on that.”

Impact: on Organizations

Jane Crowther, Talent Manager, People & Organisational Development Yorkshire Building Society

“We asked Common Purpose to devise a development programme to complement our internal high-potential leaders programme. We wanted our leaders to operate more strategically by working better with both internal and external stakeholders. Common Purpose’s Immersion Experience took them out of their comfort zones, intellectually and emotionally. Seeing how other organisations deliver frontline services and working on their strategic challenges formed new behaviours and built new relationships. We have seen a continuation of this practice as people have come back into the business better able to step forward and lead when faced with the unfamiliar.”

 

Ulrike Otto, Head of Professional Skills & Transition, Deutsche Lufthansa AG Lufthansa School of Business

"As the Lufthansa Group is undergoing large-scale transformation while establishing a new leadership culture, a shift in perspectives was crucial to initiate the process of behavioural change. All participants stated that the learning experience in Mumbai had a truly deep and long-lasting influence on their professional and personal lives."

 

Jeremy Deeks, Head of Financial Planning, Analysis and Management Prudential plc UK

"You like to think you have CQ when you've been in business for so long but this was about putting it into practice and really using it in decision making. The diverse mix was really helpful. You need to listen to people in business. I'd like to think I have a reasonable amount of flex but now, every time I have a conversation, I will think hard about where the other person is coming from, why are they saying what they are saying and try to put my preconceptions to one side."

 

Impact: on Non-Profit Organizations 

Over the last five years, Common Purpose has impacted non-profit leaders in India, Hong Kong and the UK through a partnership with the American Express Leadership Academy 

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94% of participants from the leadership academies said that the learning from the Academy had been quite or very useful for their work

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74% of those who had not moved jobs had been promoted or taken positions with greater responsibility

Timothy J. McClimon, President, American Express Foundation

“Nonprofit and social sector organizations are tackling some of our most challenging issues, and we believe fostering a pipeline of talent will help ensure nonprofits thrive in the future. Our Leadership Academy programmes created in partnership with Common Purpose have proven to be an effective tool for building the leadership and business skills that are critical to the sector’s success.” 

Sally Norris , Learning & Organisation Development Manager Macmillan Cancer Support

"We chose to partner with Common Purpose to deliver our leadership programme as our leaders need to be able to lead beyond authority to address the complex set of challenges around meeting the diverse needs of people affected by cancer. Common Purpose's style and approach meant we not only built leadership capability, but the programme also resulted in a much more cohesive leadership team."

Impact: on Cities

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94% of participants say they are better able to contribute to their cities and communities as a result of our programmes

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94% of participants also say they have a stronger sense of purpose

Impact: on Diaspora Communities

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93% said the network they gained is valuable in supporting their activities and Bangladesh/Pakistan and/or in the UK diaspora community

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93% said they were better equipped as a diaspora leader to have an impact in Pakistan/Bangladesh and/or in the UK diaspora community

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80% said they are currently involved in projects aiming to make a social impact in Pakistan/Bangladesh and/or diaspora communities in the UK

Impact: on Innovation

Our InnoVenture technique brings together leaders to develop solutions to pressing problems in organizations and in society. Participants work together on a Challenge, which they address by developing innovative, scalable ideas. Here are some of the most exciting ideas from 2016:

Challenge

“Over the next decade, how do we create five world class African institutions developing African entrepreneurs who catalyse our African cities’ economies?”

Agricultural Exchange

Currently, in Nigeria and Kenya, about 9% of agricultural production is sold within the immediate vicinity of production. The other 91% is usually wasted. This concept aims to benefit agricultural entrepreneurs by improving the effectiveness of agricultural systems in Africa. It is anticipated that the Exchange will:

  • reduce the volume of waste
  • increase cross-border trade
  • use technology like data mining solve agricultural skill shortage
  • help access to factors of production
  • ensure reasonable income for local farmers
  • integrate e-Agricultural portal projects.

Challenge

“What makes a city smart?"

Smart ATUTU (Audit Tool for Urban Transformational Undertakings)

Smart ATUTU is an auditing tool, resource platform and Fintech solution to the problem of social and economic infrastructure and development needs in ASEAN nations. It structures the identification of ‘missing markets’ and ‘institutional gaps’ in human settlements at any scale.

It is a smart city, Public Private Partnership (PPP) brokerage instrument using smart data and Peer 2 Peer technology. It connects communities facing unmet infrastructure and development needs to governments, capital markets, entrepreneurs, corporations and third sector agents. It aims to lower the transaction costs of finding PPP partners and thus expand government, private sector and third-sector capacity to realize development goals.

Challenge

‘What would produce a step change in how the public, private and not-for-profit sectors work together?”

One Commonwealth

One Commonwealth is addressing a real problem—the mismatch of supply and demand of key workers in different labour markets across the Commonwealth—and proposing a practical solution, which requires collaboration between the sectors. The proposal is to create a cross-Commonwealth organization that identifies where there are shortages of labour in certain countries, over-supplies in others, matches them and has the power to grant expedited visas to allow people to move from one to the other.

Challenge

“How can the NHS and suppliers work together more effectively to ensure that the 30% of people unnecessarily occupying hospital beds can live or be cared for independently faster?”

Safer Today, Safer Tomorrow

The WYAAT hospitals will offer a ‘discharge guarantee’ to give patients the confidence and security to leave hospital earlier. By using digital technology to monitor patients in their own homes and provide tele-nursing, discharge times can be reduced, with patients feeling confident that the guarantee offers the reassurance that if recovery is not progressing as planned, they will be readmitted to hospital directly.