SCOTLAND EDITION 2020

BY CANVAS

INNOVATION FOR A NATION THE EVOLUTION OF SCOTTISH BUSINESS CANVAS SCOTLAND EDITION BY SAXTON BAMPFYLDE WELCOME

Welcome to the 2020 Scotland edition of Canvas, the insights update from Saxton Bampfylde and its global partners in Panorama.

Our aim is to share interesting thoughts and perspectives on topics and issues that are relevant and current in your sector.

We welcome any thoughts, comments, or inputs you would like to share.

We hope you enjoy this edition!

CONTENTS

CULTIVATING CULTURE THE CONSTANT OF CHANGE WHEN GLOBAL Pg 4 Kate Guthrie, Group Human Pg 8 Nora Senior, Chair of Scottish Pg 12 MEETS LOCAL Resources Director at CYBG Government’s Strategic Board for Steven Ladurantaye, Head of Enterprise and Skills, and Executive News and Current Affairs at STV Chair of Weber Shandwick UK

IN THE NEWS Pg 18 From podcasts to new Partners: latest news updates from Saxton Bampfylde TO BOLDLY GO: Pg 16 CAPITAL VIEWS EMBEDDING A CULTURE KEY APPOINTMENTS Pg 22 TEAM INSIGHT: OF INNOVATION Pg 20 A snapshot of Scottish Meet Sian Carnegy-Arbuthnott, Insights from Cassandra Woolgar, leadership appointments Associate Consultant and Partner Psychologist at Saxton Bampfylde at Saxton Bampfylde

2 CANVAS EDITION OVERVIEW

EDITION OVERVIEW

MARY FEW Partner, Consultant, Saxton Bampfylde [email protected]

cotland has a deep-rooted history most forward-thinking leaders and of invention and discovery. It is hear about the way in which they have “(Innovation) is a country that for centuries has incorporated innovative thinking into their something that truly thrived on its ability to adapt to the business’ day-to-day functions. Schanging pace of the world. The birthplace must be embedded of the telephone, the refrigerator, penicillin, We speak to Kate Guthrie, Group Human at the heart of any and even the theory of modern economics, Resources Director at CYBG PLC, as she we are a nation of entrepreneurs, blue-sky reflects on the challenges her organisation business wishing to thinkers and innovators. faces as it looks to create a digital first bank, succeed.” head-quartered in Scotland. For her, people Innovation is, however, perhaps one of must be at the heart of a merger of this the terms most commonly bandied about scale, and she talks about how technology in global business today. It has become has enabled her team to ensure that something of a buzzword, perhaps even a people across the business feel included cliché, but in practicality it is something that talks about the challenges facing media on and listened to. truly must be embedded at the heart of any a global scale and the ways in which the business wishing to succeed in an ever- Our second profile interview comes from industry is adapting to serve audiences who changing economy. Nora Senior in her role as Chair of the consume content across a broader range Scottish Government’s Strategic Board of platforms than ever before. It is not, however, a catch-all term. What for Enterprise and Skills who shares her innovation means to one business is not Also in this edition of CANVAS, Business insights into ensuring that embracing necessarily applicable to another, therefore Psychologist Cassandra Woolgar explores technological innovation doesn’t come at there is a real onus placed on leaders to self-awareness and authenticity in the expense of the people who really are ensure that their strategy takes into account leadership. In our Team Insight section, the beating heart of business. new ideas able to have a tangible impact on we are pleased to profile Saxton Bampfylde the way their business functions across the To complete our trio of Scottish business Partner, Sian Carnegy-Arbuthnott as she board. Innovation for innovation’s sake is leaders, we are delighted to welcome shares her insights into the character not a viable way forward. Steven Ladurantaye, Head of News and traits a truly innovative leader needs to Current Affairs at STV following his recent hold and where to get the best cocktail in It is in this vein that through this edition of relocation from Canada to Scotland. He Edinburgh. C Canvas we introduce some of Scotland’s

CANVAS 3 CULTIVATING CULTURE: Interview with Kate Guthrie

CULTIVATING CULTURE: AN INNOVATIVE APPROACH TO PEOPLE STRATEGY

In her role as Group HR Director for CYBG, we welcome Kate Guthrie who talks to us as the organisation prepares to transform four diverse banking brands into a digital first bank. She shares her thoughts on the benefits of integrating technology into HR functions and the challenges of creating a cohesive culture while maintaining the integrity of brand values.

4 CANVAS CULTIVATING CULTURE: Interview with Kate Guthrie

an you tell us a bit about your intended to gain the insight of 1,000 It was a bold move in the UK banking people strategy role at CYBG, colleagues across our combined business industry, but in the first year we reduced the particularly in the context of to shape the new purpose. Such was the loss of high performers more than in any its transformation to a digital enthusiasm behind this that 2,500 of our previous years. It is creating an interesting Cfirst bank? colleagues took part and by having an response where people are thinking: who inclusive process early on we have a very is this company, what does it stand for, do I As the Group Human Resources Director strong commitment to it at the early stages. like it, and do I want to be part of it? my key function is to develop a people The result was the establishment of our strategy that underpins the overall business As you have said two of the merged purpose: ‘Making you happier about money’. strategy. Ultimately this enables us to do brands (Clydesdale and Yorkshire the right things with, and for, our people to For the ‘1,000 voices campaign’, we went out Banks) have very established histories. achieve the strategic goals of the company to every part of the organisation, whether How important is it that you maintain - a fundamental one of those is becoming a it was stores/branches, customer functions and build in the values of those purpose-driven digitally-led bank. or head office and carried out focus groups businesses as you establish a new around the purpose and the values. We also banking organisation for the future? To deliver that, I have to assess what skills ran an online jam which was the first time and capabilities we need from our people We have worked really hard to take the best we had used jamming technology. At any and the shape we need to be in to attract elements of both cultures and tried to build given time there could be more than 1,000 and train that talent. CYBG was a fairly on them. At CYBG our values had only been people participating in this jam across any traditional bank before we acquired Virgin in existence for 18 months when we made part of the organisation. It was a big success. Money, so my team continues to work hand the Virgin Money acquisition, but there was in glove with the business to shape the already significant buy-in. So, we pulled organisation of the future as we transition them together with the Virgin Money values from where we are today to where we “If you are going to and looked for a ‘best of both’ expression to need to be. With the vision to become a support the values of the new organisation. modern digitally-led business, the people express a purpose you This has been led by my team working and management framework needs to be need to make sure closely with brand and marketing to ensure considered with purpose and values at its everything internally is lined up with what core. My team and I are leading the shaping that as an organisation we present externally. of that. everyone is really well We have to be very careful with a best-of- CYBG incorporates four different aligned behind it.” both model as people tend to interpret that banking brands and is to rebrand to as 50/50, which it is not. We have aimed Virgin Money by the end of 2021. Can with the incorporation of the best bits to be you highlight some of the key elements better than both. However, I think what is you and your team have had to consider really important is that we have collaborated as you transition to a new brand and To develop the purpose and ensure its and been inclusive. All of this has been vision for the merged business? longevity and resonance we did two things achieved through new technologies and simultaneously: we were developing the taking a different approach. It has been very The heritage of Clydesdale and Yorkshire purpose internally and at the same time successful for us. We want to take the best Banks goes back over 180 years. Both were working closely with colleagues in brand and of both organisations and continue to build very much northern banks – Clydesdale marketing who were testing the purpose on that for the future based in Glasgow and Yorkshire in Leeds. with customers. The customer view is taken These remain the heartlands of our Our values are: delightfully surprising; into account, but the purpose was intended business. heartfelt service; insatiable curiosity; mostly for internal use, therefore our straight up; smart disruption; red hot Prior to the Virgin Money acquisition, CYBG primary audience was our colleagues. relevance. These reflect the colourful and had been on its own journey. We demerged One of my core underpinning beliefs is that less formal nature of our bank. It is naturally from National Australia Group in January if you are going to express a purpose you collaborative and irreverent, which is not 2016 and then went on to IPO and list as need to make sure that as an organisation like a ‘normal’ bank in my experience. a new independent bank in the UK. For everyone is really well aligned behind it. So, the past three years we have been on a A key element of your people strategy having identified and launched the values transformation journey and during that time approach has been focused on and purpose in the first three months, we have had significant share price growth collaboration and inclusivity. Would we had to implement new systems which and a clear shift away from a traditional this have been possible without new reflected our purpose. An example of this bank. This then created the opportunity innovation in technology? was our new performance management for the acquisition of Virgin Money which framework which abandons the bell was an excellent demonstration of how the It would have been possible, but it would’ve curve and alpha numeric rating and is CYBG team had the ability to perform and taken considerably longer and been costly underpinned by our values, where the deliver significant transformation, enabling to organise and deliver. The technology underlying philosophy is that we want to us to make a serious acquisition. allows people to do things at pace, using help every colleague be at their best. We tools that we all now have as part of our By 2021 our entire business will be branded have moved to a quarterly check in rather everyday lives. It encourages people who Virgin Money. It is one of the most iconic than an annual appraisal. This had been have never met or spoken before to have brands in the world and a premium brand implemented with a very agile piece of conversations. In some cases, these were in the UK. This gives us a national footprint plug and play technology accessible by very frank exchanges of views, but in an that accelerates our geographic penetration every colleague and easily checked by line entirely appropriate way. The tools we and visibility, however as a Virgin business it managers. This was up and running in Virgin used allowed the whole process to gain does require a different approach. We have Money in six weeks and in the first year we momentum and develop a life of its own. a relationship with the Virgin management received 120,000 interactions from 6,500 group and that is exciting for us to share staff. It really allows us to do things at pace. Within our business we believe in the power knowledge, skills and capabilities with all of internal communications as a lever for When we put our performance structure in companies in the group. A fundamental part change. We are very good at that and work place, we introduced a team-based bonus of being a Virgin business is to think very collaboratively to make sure that we are for 95 per cent of our people. It has created clearly about purpose and that work has completely joined up on colleague insight. transparency from the beginning and much been led by my team. greater feeling of fairness and equality. It Our performance system allows for easy We started out with the ambition of is underpinned by the notion that if the analysis and we use that to encourage establishing our ‘1,000 voices campaign’ company does well, we all do well together. behaviours and the implementation of

CANVAS 5 CULTIVATING CULTURE: Interview with Kate Guthrie

values. We know who is giving feedback and technology which enables us to achieve Without question. We are not one of the who isn’t. It really does mean that we have the aspirations of the approach which small challengers anymore. We are now a great source of data to adjust the tiller on underpins the whole people strategy the sixth biggest bank in the UK and are the people strategy if we need to. framework. systemically important economically. We are, however, of a size that we can move As a digital first bank, innovation is quickly, and that is important. clearly paramount to the culture. Does “We believe in the this require a different way of thinking One of the great pieces of technology we from leadership, staff and partners? power of internal have is our IB customer platform. We have been able to build a services layer over Yes, it does. It requires open mindedness communications as a the top of our legacy systems to bring a and a philosophy of experimental test lever for change.” modern look and feel and allow us to plug and learn. This means some risk taking in other applications. We have invested in and a willingness to find a way to make people with the skills to bring this type of things happen. For example, the online technology to life. Increasingly we will need jam we introduced for our 1000 voices To put this in place did require a bit of more of this. AI and automation will change campaign was hard to implement across experimenting. However, I have a main the face of banking in the next ten years our group legacy IT systems. It took a lot board and leadership team who genuinely significantly. Those companies that can of determination plus a lot of executive believe that people make a difference and engage with it will be the winners. Those sponsorship. There were tensions of course they backed this new system brilliantly. It who can’t will be left behind. but we were committed to making it work, brings us a whole new level of data and which it definitely did. now I never go into my leadership meeting “AI and automation Can you share an example of how or board without the data and science digital innovation has made a to back up our approach and provide will change the face of difference to the people strategy at evidence of what we need. It allows us to CYBG? see where we need to encourage different banking in the next ten approaches and mindsets and consider years significantly.” I absolutely have to highlight the needs for communications, learning and performance system that we have development and training. implemented which is built on our values and based on modern neurosciences to help Are there new skills, attitudes and The banking sector is one of those get the best out of people. It is supported experience that you are looking for leading the way using advanced by brilliant, easy to use, cloud-based agile from leadership in this environment? technologies such as automation, AI and machine learning. There is much excitement, but also some trepidation about the impact on human interactions and jobs. How do you address this with staff and customers? Whatever the excitement or fears about it, the world won’t change tomorrow – there will be a lead time and then suddenly we will realise it has happened or is happening to us. We are already deploying robotics in certain internal and customer areas. For example, in our legal function we are using AI to scan documents, which has been proven to be very reliable and speedy. According to the current research, in the long range, the roles that are likely to be affected will be those which involve repeatable processes that could be replaced by an algorithm or a robot. The skills at very senior levels where you need to be able to prioritise and make judgements and those roles that require high levels of human touch and customer interaction are the roles that are likely to be less affected. However, no doubt things will continue to evolve as technology develops. Change is coming and therefore we try to equip colleagues to be open-minded to it and accept that the pace is increasing. We can and do train for skill, but the critically important thing is to train at an attitudinal level as much as possible. If you want to change behaviour, you need to change attitude and that is much harder than skills training.

How much opportunity do you believe digital innovation has to thrive in the Scottish and UK banking sector?

6 CANVAS CULTIVATING CULTURE: Interview with Kate Guthrie

In the banking sector innovation is coming, in Scotland, the UK and globally. It will thrive absolutely because it will drive efficiency, cost reduction and better customer and colleague experience. Although people know us as a bank, we are actually one of Scotland’s biggest tech firms and work with a range of technology and fintech firms growing out of the tech clusters that have developed in Edinburgh and Glasgow over recent years. That’s now being replicated by others in banking – Barclays is an interesting example, announcing last year that it is going to put 2,500 jobs in Glasgow particularly focused on technology and digital - which demonstrates some of the inward investment going on in Scotland and the confidence in the tech clusters developing here. Scotland has done a lot so far. Could we do more? Yes, but most countries always could.

Are there barriers or enablers that you would particularly highlight in this context? I think the barriers traditionally will be investment and how to make the best case for it. Sometimes it can be clear and other times hard to quantify in terms of financial benefit or improved productivity. It is important to be thoughtful and creative when trying to find the best case for investment. This can be a challenge in banking where people are looking at straight line financial return. We need to look at it differently - mindset, attitude and a willingness to embrace new technology, executive director. I did this alongside my systems and approaches is vital. executive role so I have had to make sure In order for innovation to thrive there needs that I manage my time extremely well. I KATE GUTHRIE to be support from the leadership. In this care deeply about what Action for Children BIOGRAPHY business, my fellow leaders have given does, providing front line services to the very strong support to the people strategy most disadvantaged children and young and have been ambitious, courageous people in our society and changing the and willing to take a risk on many of lives of hundreds of thousands of them. the innovations we have brought in, not If you are going to do a not-for-profit, or just the technical ones. There are not any non-executive, role you need to truly many companies who would have let me care about what the organisation does introduce a team-based bonus, particularly so that you bring your time and energy in a bank, but it has proven so far to have with you. You need to look at the board, been a welcome approach by colleagues, the CEO and the Chair and consider how Kate Guthrie joined CYBG in 2016 and the regulator, and we are pleased that it is going to work and whether it will be a prior to the demerger of the business we took the risk to reward more of our highly functional relationship for all of you from National Australia Group and people more broadly. where, as a non-executive, you can offer the IPO and listing on the UK Stock Exchange. She leads the development You also have established non- value. I have found that the kit bag of skills and implementation of the company’s executive experience in the not for and experience I have gained from a multi- innovative People Strategy including profit sector. How do you select which sector career has been enormously useful. the Group’s Purpose and Values. CYBG roles to take forward? I have also recently agreed to join the acquired Virgin Money in October 2018 My first not for profit non-executive Virgin Money Foundation, which is and Kate and her team are now leading role was with Lloyds Banking Group and independent of the company but funded on the organisation design and people we established a new Bank of Scotland by us and I am looking forward to working related challenges associated with Foundation. I was asked to take the with colleagues to drive that forward. C the integration of the two companies. position of the inaugural chair, which was With over 30 years’ domestic and an incredible privilege. We were dedicated international multi-sector experience, to small and medium grant giving and this Kate has worked for many companies impacted on communities across Scotland. recognised for their HR functions I was really proud to have been part of that including Marks and Spencer, Diageo, and Novartis. Immediately prior to I have also been involved with Action for joining CYBG/Virgin Money, she worked Children UK for a long time: until recently for Lloyds Banking Group for eleven I was the Deputy Chair for three years, and years. Kate is a Trustee of Action I have also been an independent non- for Children and the Virgin Money Foundation. She was Chair of the Bank of Scotland Foundation.

CANVAS 7 THE CONSTANT OF CHANGE: Interview with Nora Senior

THE CONSTANT OF CHANGE: EMBRACING THE SKILLS EVOLUTION

An award-winning Scottish business leader, Nora Senior joins us to share her view on the fears that often surround the implementation of technology and innovation, and the leadership skills required to ensure businesses are primed and ready for the economic environment of the future – whatever that may look like.

our leadership experience Given our political situation with Brexit I in executive and non- would also highlight resilience. The leader executive work has spanned of tomorrow is more than likely going to both the public and private be faced with a more chaotic business Ysectors. What would you identify as environment than has been prevalent certain qualities or skills that are to date. essential in a leader of tomorrow? I believe you need to act like a leader from day one. That means setting bold goals “If you employ and trusting employees with the truth. Leaders need to give people space but at talented the same time articulate a distinct vision and ensure individuals are clear about individuals, they their role and responsibilities as part of a will offer their team. If you employ talented individuals, they will offer their own solutions to own solutions challenges; they will find new ways to innovate and new ways of doing things. to challenges.” Leaders need to allow their teams to take risks and make mistakes. In my opinion, playing safe is never a good business Are we evolving enough in Scotland rule. Leaders have to make sure that the (and the wider UK) in our approach business stays ahead and that means to education, equipping current acting on new ideas and new innovations. and future generations with the Leaders have to be good listeners – both to skills and attitudes needed in the staff and customers – and they need to be changing work environment? good communicators to be able to convey In my role as Chair of the Strategic the passion, enthusiasm, pride in and the Skills Board, one of the key areas we vision for the company or organisation. have looked at is future skills. With the Intrinsically they have to be very self- inevitable displacement of some skills aware, have an empathy for individuals, with technology, automation and AI, we integrity and authenticity. These are have considered how best to prepare the things that I believe are absolutely people of all ages for different types of critical for leaders of tomorrow. work. New skills will be essential at all

8 CANVAS THE CONSTANT OF CHANGE: Interview with Nora Senior

stages in careers – whether starting out or wages and better living standards. For example, at Weber Shandwick – a global already in work, we are all going to have Productivity and economic growth communications company – we don’t invent to embrace lifelong learning, continuous depend on innovation, digital or not. our own IT systems and we don’t develop all improvement, upskilling and reskilling to our own software packages. We buy the best I think it is important to be clear about be best equipped for the new workplace. we can afford, and we adapt processes and the types of innovation that matter most structures in light of our business. Focussing on young people, we have in an economy like Scotland’s. Our GDP is to identify the meta-skills which will be around 30 per cent lower than some of the needed in the future workplace - problem world’s best performing economies. We are solving, team building, communication therefore some way distant to the frontier “Productivity and resilience. Scottish primary schools of other countries who are developing faster are really good at embedding those than us and using technologies that we and economic qualities and particularly encouraging aren’t using at all, or not using well enough. entrepreneurialism and innovation. This growth depend on shifts at senior school because at present, innovation, digital the focus is so heavily weighted towards “Let’s face it - we academic achievement. Research has or not.” shown that many students are inhibited don’t know what from taking risks, being entrepreneurial or innovative, because they are being driven many of those down an academic route with a focus on There is a lot of confusion and consternation academic grades and achievements. jobs are going to about what innovation is and how it Going forward I believe we need to have be in the future.” will impact or drive growth. Innovation more of an attitude towards life-long is the application and adaptation of learning, which looks at the meta-skills technology that can make a difference to business, particularly in a country with a required that can keep talent alive to the predominantly SME business base. potential jobs of the future. And let’s face it - One of the major opportunities for Scotland we don’t know what many of those jobs are will be its ability to adopt and adapt to Renowned for its innovation and going to be in the future. using innovative technologies currently invention in the past, can we still being used elsewhere. Embedding those say these characteristics are part How fundamental is digital innovation types of assets within companies requires of the DNA in Scottish business? and out of the box thinking for Scottish perceptive management and smart business and the wider economy? leadership and it needs a workforce that There are a lot of highly inventive and In my role both as a business leader, but is appropriately skilled for the task. There innovative businesses in Scotland, but I also as Chair of the Strategic Skills Board are some companies in Scotland that might don’t think we can confidently say that it I have a focus on boosting productivity make breakthrough inventions and while is a distinctive part of our DNA anymore. and growth, whether that’s in my own that is fantastic, the real gains and boosts I don’t think it has been for some time. to productivity are going to be made by business or Scotland as a whole. An It is difficult to measure, but when we look taking what others have done and applying increase in productivity brings sustained at the performance statistics of ourselves them in our own business circumstances. benefits not just for a business but versus the top quartile of OECD countries more widely: productivity leads to better

CANVAS 9 THE CONSTANT OF CHANGE: Interview with Nora Senior

in the area of invention, innovation or To me the biggest obstacle is not having adoption of new technologies, we lag managers in place who will be alert “We don’t make behind some of the very best. The level to what innovations will benefit their of R&D being delivered in Scotland as a business and embracing talented people the progress we percentage of national income is between to give them opportunities to look at want on innovation a quarter and third lower than average new business models and workplace EU countries. That has been the same for innovations. Good leaders will know how because we the last decade and surveys show that to apply those innovations. We don’t this has fallen again in recent years. I make the progress we want on innovation don’t make the don’t think it is in the Scottish DNA at the because we don’t make the investment moment, but it doesn’t mean to say that we in management and leadership that investment in can’t be innovative or inventive, however we should. The two are interlinked. it does require leadership to help drive management and It is apparent that technology is greater adoption of innovative practices. fundamental to innovation across leadership.” What would you identify as barriers or many sectors and in this area the enablers to having digital innovation world continues to move apace. How at the heart of business in Scotland? important is it that we develop a culture that embraces technology The quality of our management and and removes the potential fear leadership is crucial in creating a more and risks that it can engender? innovative business environment. The amount of money invested in management We make the assumption too widely and leadership training in Scotland and the today about technological process being UK compared to our leading competitors faster than ever. That isn’t technically shows we are mid-table by international accurate when you delve into it. For standards. Investing in leadership skills is example, economists have tracked that critical in fostering innovation. global productivity has been falling over the past ten years. When you strip out the peaks and troughs of economic cycles, we haven’t seen sustained economic growth “Investing in which matches up with the development of technology in most countries. So, despite leadership skills is technology progressing, the adoption critical in fostering of the technology and appropriate processes has not progressed as well. innovation.”

10 CANVAS THE CONSTANT OF CHANGE: Interview with Nora Senior

Many businesses fear the displacement we develop and measure campaigns. We Finally, and I think very importantly, we that technology can bring to the workplace build campaigns that are more effective can attract global business through inward and it is really important that this is than those we have done before and we investment but we need to then look at addressed. If change is going to happen, can track the quality and the volume of how our colleges and universities within upskilling and reskilling of staff to promote the results based on insights coming from that area can benefit the employment understanding and alleviate any fear is vital. data in different sources. We restructured supply chain. We need to consider regional our business to support this new approach economic planning much more closely, Jobs are going to change, and some are to solving business and communications working to develop skills in an area where going to disappear. We need to make challenges. We now have a whole a business or organisation is based to the workplace more resilient to be able department dedicated to data analytics. It is ensure that we can sustain the talent base. to flex, change and adapt to the types utterly fascinating how we can monitor and This is the model in Singapore and Sweden of jobs that automation will replace. But understand how attitudes are shifting based and they are growing much more quickly there are jobs that automation will not on campaigns being delivered. than our economy in Scotland. We need be able to replace such as those which to think much more about how we can are reliant on emotional intelligence. replicate this economic thinking here. C Is there enough collaboration and “We can monitor integration between the public and private sectors in Scotland which and understand is helping to further innovation and digitalisation for both the how attitudes are national and local communities? shifting based on There are lots of private and public sector collaborations and the more you search the campaigns being more you find them. However, they don’t happen at scale and many businesses don’t delivered.” know how and where to get assistance from the public sector, particularly when it comes to digitalisation and innovation. You work across a range of multi- Making the system more cohesive and discipline organisations. How do NORA SENIOR easier to navigate is part of the remit you overcome the complexities of the Strategic Skills Board, ensuring of communication and drive BIOGRAPHY that the business user at the centre. partnership working? There needs to be greater collaboration There are various different ways but, in order to design the support services ultimately, we use our technology as much and skills system that enterprise and the as possible. We set up team places, video country needs to make it resilient for the calls and embed technology so people future. Our enterprise and skills system have the next best thing to face to face. has traditionally been disjointed but We create virtual teams but we do also definitely not broken. The agencies are move our people around to try and get working much more collaboratively – that them in more collective areas. We have has to be a positive in delivery of more restructured so that communication effective delivery of business support. across different disciplines is much easier. Nora Senior is Executive Chair UK Cross-agency teams are much more Regions/Ireland of global corporate Can you share an example of an prevalent than they were, using more communications consultancy, Weber innovative approach that has internal channels such as webinars and live Shandwick, heading up business and made a difference to the approach casts to talk to management, submitting international affairs, advising FTSE 100 or culture of an organisation questions through Slideo so people can and start-up companies across the UK, where you have worked? have their say and equally get a response. North America, Middle East and Pan- At Weber Shandwick our traditional Asia. Previously she was Managing Are there new or emerging areas or ‘products’ have been media and government Director of Saatchi & Saatchi (North) sectors where you consider Scotland relations and design. These areas are now and Managing Director of start-up is taking a strong global lead? much more complex as we look at the company, PR Centre. many different channels by which people We have always been a leader in oil A former businesswoman of the year, gather their information. To ensure we and gas and as that industry changes she is Immediate Past President of were ready for the future we looked at and adapts itself to new technologies British Chambers of Commerce and the types of innovations we should be particularly to manage the environmental Scottish Chambers of Commerce and embracing. We acquired companies and footprint we will continue to be a was the first person to hold these upskilled our teams in the social media global leader. There is potential around roles concurrently in the Chambers’ area - content, strategies, broadcasting, advanced manufacturing, aerospace history. In 2017 Nora was asked to managing and social listening - and and defence and of course, big data. developed a new suite of products and Chair the Scottish Government’s services that we could commercialise to I believe there is huge potential in life Strategic Board for Enterprise and benefit our clients’ communications and sciences. Scotland is the perfect backdrop Skills. She also holds the position of marketing programmes companies. for developing new drugs and undertaking Regional Adviser to London Stock research at leading universities. We have Exchange and was awarded the We focussed on data and looked at how we a nation that is not in all respects terribly Queen’s Honour Commander of the could use data more cleverly, to get better healthy and that becomes a good test bed British Empire in 2017 for services to insights and understanding of what makes for drug research and development. This UK business. people want to engage with a company, is also supported by a legal system that an issue or a cause. We created an insights can move drugs trial programmes forward process that is now embedded in how more quickly and get product to market.

CANVAS 11 WHEN GLOBAL MEETS LOCAL: Interview with Steven Ladurantaye

WHEN GLOBAL MEETS LOCAL: THE INTERNATIONAL PERSPECTIVE IN SCOTTISH MEDIA

Having moved from Canada to STV’s Glasgow-based newsroom as Head of News and Current Affairs in late 2018, Steven Ladurantaye presents a fresh vantage point on the UK’s media and the ways in which it is adapting to meet changing audience expectations.

ntil you took the Head of in the job that I had as managing editor of News job at STV you were journalism and programming there. It was “As an industry living in Canada. Can you more about high level strategy and less in tell us what about the role the trenches trying to figure things out. everything is Uat STV caught your attention to In my new role I can see the effect of the starting to get a bring you to work in Scotland? decisions that me and my colleagues Actually when I first started looking at make in real-time rolling out across little smaller and it I didn’t actually know where the job the newsroom. I really like that hands- closer together was, I just really liked the sound of the on experience and the ability to work role and everything in it lined up with with the reporters, technology and and I think that the skills I felt I had and the kind of work digital staff to mould our approach. I wanted to be doing. I wanted to be is for the good.” If we’re making comparisons, the UK working in a newsroom that was changing, newsroom is a much more hierarchical ambitious and looking to the future. place with distinct separation between the Once I found out that it was in Scotland different layers. It is something I haven’t The media industry in the UK it was a doubly exciting opportunity. really experienced in north American continues to evolve apace and face I had been to Scotland on a business newsrooms, and I have worked in a lot both challenges and opportunities trip previously when I was working with of them as a reporter, editor and an as technology and data improves. Twitter. It was really memorable and advisor with Twitter. It was a much flatter Does this require a different way of different, especially as it was during an management structure where it was thinking from leadership and staff? election and I got to see how the news common to see senior news managers Yes, absolutely it will. Historically, newsroom providers and political parties differed roll up their sleeves and pitch in. It has managers have been really good reporters to ours in Canada. I really liked it and it been a bit of an adjustment for me seeing or editors who have ended up at the top was one of those weird coincidences in how it slightly unsettles staff while they through longevity. I think that has changed life where it has all actually worked out. get used to me sitting beside them. I am and we need to embrace younger people not doing it because something is wrong in our newsrooms more than we do. We What differences would you highlight or that I am monitoring them, it’s just need to listen to the different pockets of the between your role at the Canada that I want to be in amongst the work. Broadcasting Corporation and STV? Are newsroom to hear what they are thinking. History runs deep, and workplace culture there things that each organisation or Even the way we think about what a day in goes back decades. It takes a lot of effort even the respective country’s approach a newsroom looks like has fundamentally to flatten structures out or make a cultural to news could benefit from adopting? changed. It is not just about pushing change. As an industry everything is towards one final goal, there are now The Canada Broadcasting Corporation starting to get a little smaller and closer many check-in points during the day. That (CBC) is a massive bureaucracy so I was together and I think that is for the good. much further away from day-to-day news is a huge cultural shift for those who have

12 CANVAS WHEN GLOBAL MEETS LOCAL: Interview with Steven Ladurantaye

The STV Headquarters on Pacific Quay in Glasgow been doing this for a long time. It used We undertake diversity training so we can Audience viewing habits are to be a real sense of occasion when a really understand who our audiences are. changing. How do you keep pace, show came on or a paper went to press. We need to be making newsrooms look innovate and continue to engage This is less and less true in today’s news and feel like the audiences we are serving. new and younger audiences? environment. It requires a nimbleness of The news industry had, and indeed still has Newsrooms are much more data-centric mind amongst staff and managers, with the in some pockets, an incredible arrogance than they used to be. No one wants to be ability to improvise and change course. about its audiences. It wholly believed it was a slave to dashboards or software, but its job is to tell them what was and wasn’t Being open to new ideas is the key to the there are cues that we are learning from important. There are stories that have to future. You need to be willing to fail and and we can pivot based on what we are be told because they are important, that let things not work. The most important seeing. The danger is over-correcting when is true, but the disdain for readers or the thing, and probably the hardest, is that you see something happening digitally. audience that once existed can be no longer both collectively and individually we need tolerated. The rise of the internet and free For example, there was a big move to to stop doing some things in order to look news is something as an industry we didn’t Snapchat a couple of years ago. Some at new areas, rather than constantly adding pay enough heed to, and now we really organisations spent a lot of money new skills and new responsibilities. We have to. partnering with them and hiring staff need to start shedding some of the legacy specifically for that role and then it all practices or technologies that are taking up shifted. While we do need to experiment a lot of time and not necessarily building sometimes, I think what is just as important us the audiences we need to survive. “We need to be as embracing technology is being able to What skills and experience will future making newsrooms take a step back and take a breath and leaders in the media sector need? see what happens and where it goes. We look and feel like are mindful that we want to get there but I have been working in news for about 20 we want to do that by listening to younger years now and when I started out it was the audiences we staff and the people using these platforms perfectly normal for a manager to scream and tools every day – we need to really and throw things at you. I had one editor are serving.” see how they are consuming news. who would stand on my desk and scream at me if I was late for my deadline. My father We have recently introduced an Instagram worked in a newsroom for 42 years and channel which we had never had before, they used to have fights in the newsroom STV is currently collaborating on a project and it rapidly increased to about 35,000 where brute strength won. That was the with the BBC called 50/50 where we are users. It looks nothing like what we do culture: it is completely different now. trying to bring in a better representation on television and that can wrangle with of women on Scotland Tonight to more certain people who have been doing this We have definitely needed to change accurately represent the population. When a long time, but it is a great playground culturally. Journalists and newsroom we went into this project, our female to try different types of content and see managers aren’t naturally taught the reporter ratio was over 25 per cent and what resonates with a younger audience. softer skills that you might pick up in now we are close to 50 per cent. We are Hopefully we will be able to take what we people management training or similar, almost there but it has been, and continues learn on that platform and bring it back such as how to structure a complaint, to be, a conscious movement. Ten years to conventional television to feed into managing different situations in the ago even, we wouldn’t have given this different story treatments and approaches. workplace, or handling mental health as much importance, and I think that is I am happy to let bigger players invest issues in the newsroom. These are all a positive shift for the whole industry. increasingly important and skills that are their resources in technology and figure now becoming much more required. problems out. We can get in at any time and join the party. We won’t lose out as

CANVAS 13 WHEN GLOBAL MEETS LOCAL: Interview with Steven Ladurantaye

long as we focus on the ones that really like BBC, ITV, CNN, CBC: they have more but may some day at the expense of matter to our audience. Ultimately that is resource and room to experiment and we those currently occupying the space. Facebook at the moment: that is where our need to learn from what they are doing. That can be a real challenge for people, and stories get shared the most and we need The dialogue in terms of co-operation and not just those who have been in this job for to understand that platform intimately. collaboration between media outlets is an decades and are further on in their careers. Do you consider innovation to be at innovation in itself. We are increasingly Interestingly, there are some who have been the heart of the Scottish and wider looking at how we can share resources in this job their whole working lives but UK media and news industries? to complement the differing needs of realise they need to embrace new things, Can you share an example? outlets while still working co-operatively. while there are others who have been here Innovation isn’t just about technology, it is for five years and are not willing to change I think we all talk a good innovation game. about finding new ways to do things and anything. Crucially, the biggest barrier We know that we need to change but in serving the audience in the best possible to transforming the news is the people reality that is really hard to do: it is easy way in a world where the media landscape is who make the news. We need positive to get sucked back in to the gravity of shrinking. It is a job that all newsrooms need attitudes, a willingness to experiment, the way you have always done things. to figure out together. Ten years ago, there resilience in the face of challenges, and was real resistance to that idea, but there an ability to recognise it isn’t a disaster There are plenty of examples of newspapers is a growing awareness that we are all in it when something doesn’t go to plan. with good online offerings or ones that are together. There is no joy in the weakening doing really interesting things with video Perhaps surprisingly, there are a number of so-called competitors anymore: that is and social treatment on stories. We had of those who are still newer to the something that really has changed. one piece recently where we featured a industry who model their expectations on pilot who landed his plane for the last time how things used to be done when they after a 30-year career. It wasn’t a big deal in first came into news. It is an interesting terms of news, but it resonates with a digital “Being open to new conundrum because these are often the audience and it has more than 600,000 individuals you expect to push boundaries. views on our Facebook page at this point. ideas is the key What would you highlight as the best That is innovation in a sense that you to the future.” (or worst) example of innovation are giving the audience what it likes and that you have come across in your finding a way to reach them where they career in the news industry? are. You used to take the news, roll it up into a ball, throw it into the middle of the Are there barriers or enablers that you Whilst this might look quite basic today, room and expect everyone to chase it, would particularly highlight in the drive one clear example of innovation for me as that was the only way we knew how. to encourage or embrace innovation was during my time at CBC when the We need to knock on their doors now. in the news and media sector? decision was made to take our nightly news feature, The National, and stream There is a willingness and the mechanisms Newsrooms must recognise that particular it live on Facebook. It doesn’t sound like available through which to reach audiences, barriers to improvement or innovation a big deal, but it exposed that show to but resource issues continue to be a can come in the form of passion or an entirely new audience and brought major problem, not just in Scotland, but personality. Innovation cannot have a hope in those who had stopped watching. everywhere. The state of newspapers of working if everybody isn’t on the same We had people watching on the bus continues to deteriorate, facing staff team. Drastic changes are needed here, or when out in a café, for example. reductions at every corner and real levels of and we intend to do things differently. uncertainty. When you are in survival mode We are already approaching our work The real sweet spot was when people all the time it makes it hard to innovate. from a more audience-centric view: this started having conversations about the It is why we look to the bigger players includes experimenting with platforms stories online and we realised we weren’t that don’t currently have a large audience

14 CANVAS WHEN GLOBAL MEETS LOCAL: Interview with Steven Ladurantaye part of that. We brought someone on board something awful which is then shared in What do you like most about who could be part of that conversation the news online and the person becomes Scotland? And of course, what do and could direct and guide it. This gave the subject of public scrutiny. There is a you miss most about Canada? us a really engaged community and it duty of care that we never had to carry I have found Scotland to be a really warm, worked brilliantly. Putting the programme before and there are certainly stories that friendly place. I love the coastlines and online was a good first step but once we won’t put online or on social media. have been up and down the whole country that was married with actual interaction Advances in social platforms has been a real for work, including visiting beautiful places and viewer engagement, there was real boon for finding stories that we wouldn’t like Loch Ness with my son. I really hate benefit to the commercial piece too. otherwise be on top of in the past. For the fact that you have giant slugs here with That is where innovation sits: adding reporters, the need to read comments horrible slime trails – we don’t have those something more than you previously did and review the immediate feedback on in Canada. That is almost enough to make and creating real dialogues with audiences. stories is pretty inescapable. However, me go home! The weather is definitely In my current role, I often have to explain we need to think about how we support better than people say it is: it is never too at times why we have made certain our reporters when considering these hot and never too cold, and I like that. decisions or outline my thinking on comments and when they are involved in It sounds like a cliché but from Canada controversial topics. In the old world, you certain group conversations. They can be I really miss friends and family. It is a would walk away from that but today you fairly toxic environments at times with a big move to start over in a new country. are talking back to and with the audience. lot of criticism and information pouring in, Scotland feels very familiar in lots of ways, You become part of their community, and we often ask reporters and editors to but every once in a while you remember their lives, and that is really powerful. sit in these places all day long. It is a core that you are many, many miles away. I also part of the job today, but we need to think really miss baseball. Football is okay, but You were formerly Global Chair of News about what that does for them mentally baseball is fantastic and always will be for at Twitter. How do you categorise the to ensure it is not too overwhelming. platform today – news source, social me. My family only joined me here recently, media, political tool or something else? How threatening do you think the so I was here for about nine months on my concept of ‘fake news’ really is own. In retrospect I wouldn’t do it that way, It is an amazing distribution platform and to the future of news production but we are all here now and that is great. C its reach is incredible but I have a really in the UK and globally? complicated relationship with Twitter. My feed sits somewhere between a blazing tyre I tend to think of it more as a trust issue STEVEN LADURANTAYE fire of awfulness and some really interesting which has been declining for decades. pockets of wonderful. I left Twitter because Journalists and the news industry have BIOGRAPHY I was disappointed with the way it was had lax guidelines in the past and there handling a lot of the issues, and I don’t think have been scandals that have been well that has improved since I have left. I realise publicised. The internet really amplifies that. that it is complicated, but it is not okay to You see big players running into trouble with be able to threaten and abuse people in stories and getting stories out too quickly. the way that the platform is sometimes However sometimes it is too easy for people used. When you work somewhere like to brand or dismiss things as fake news: I Twitter, you need to make decisions in think it can be really harmful to clamp down the moment about what should or should on any kind of news. For example, in some not be published and available. They have European countries such as Hungary, it was yet to resolve many of these questions. clear that authorities were shutting down I am on it less and less personally. I find it news organisations over claims of fake Steven Ladurantaye joined STV as Head mentally draining and it can start to stress news. That is troublesome as media needs of News and Current Affairs in October me out. I think that news fatigue sets to be able to report freely and without 2018 to lead the news organisation and in and that is not healthy. However, the restriction. We do also need to be able to deliver a transformation programme to prospect of greater regulation on these take on the responsibility that sometimes secure a leading position for STV News platforms is also quite scary being able the job is not always delivered as it should across all platforms. His significant to control what we can and can’t cover. be. experience in news and media, spanning print, radio, digital and social, and Has the rise of news content from television. Steven joined STV from the online sources such as Facebook, Canadian Broadcasting Corporation Twitter, Youtube and others “Sometimes it (CBC) where he was Managing Editor, transformed the way a more is too easy for responsible for the journalism and traditional newsroom operates? newsroom operations of Canada’s How are journalists adapting to people to brand largest public service broadcast that and how has the support news service. At CBC he oversaw the you offer them changed? or dismiss things restructuring of the organisation’s The two-way conversation is completely as fake news.” digital news operations and was game changing. It has been a fantastic involved in the redevelopment of the way to democratise the news. People corporation’s flagship television and radio programmes. Prior to CBC, Steven can share news, comment on it and have was Global Chair of News at Twitter Inc., a direct link to newsrooms which they We can’t say we are impenetrable: we are working with news organisations around didn’t have before. We have a very active vulnerable, and we need to do more to the world, including the UK, to develop Facebook messenger account at STV build back trust. We need to be talking their digital strategies incorporating where people send in story ideas and give to audiences, showing our work and Twitter’s platform. His early career you an idea of what they like. We have a ultimately doing good work. When we get was built in print media across a range great sense of what our community likes things wrong, we need to be transparent of Canadian publications including in a way we didn’t have previously. so there is less call to claim stories as the Globe and Mail (Media Reporter), ‘fake news’. We need to be very careful I think it has a real impact on the people the Kingston Whig and Peterborough as journalists and recognise that we are who are in the stories and we don’t talk Examiner (City Editor) and the Ottawa both part of the problem and absolutely about this enough. For example, you Business Journal (Managing Editor). get someone who has gone through part of the solution to this challenge.

CANVAS 15 SAXTON BAMPFYLDE INSIGHT

TO BOLDLY GO: EMBEDDING A CULTURE OF INNOVATION

Cassandra Woolgar, Business Psychologist and Partner in our Leadership Services practice, considers the importance of cultivating an environment of trust and authenticity to allow innovation to thrive. She discusses how this will be better achieved by leaders who can maintain good levels of self- awareness and have the ability to trust and motivate teams to create a well-balanced culture and ultimately a successful organisation.

axton Bampfylde has built a Innovation is all around, in every strong reputation over the sector of society. It is a sign of past 34 years for finding and positive cultural, economic and nurturing leadership talent technological momentum. With Sin many of Scotland and the UK’s innovation comes change and that is vital sectors. As a trusted partner we a core theme affecting many public, continuously champion innovative private and charitable organisations and talented leaders right across in Scotland, as our interviewees in the public, private and not for profit this edition clearly highlighted. organisations which are the heartbeat Change brings challenges and this of our society. is increasing at a greater rate than ever before. It is therefore absolutely fundamental that leaders of the future have the skills and behaviours not just to lead and manage this change but to help the organisation and workforce cope and excel with it. There is a far greater spotlight on the need for strong cultures which are embedded in authenticity and realism. A positive appetite and attitude towards innovation, communication and collaboration are essential in leaders to engender the trust and motivation of their teams. At Saxton Bampfylde, our Leadership Services team works closely with organisations to profile the next leader(s) with the right attitudes, motivations and behaviours when delivering change and driving innovation. We often look at the profiles of leadership teams and their dynamics, objectively appraise how they are performing and support them to deliver optimally. We have shared some of our observations here:

16 CANVAS SAXTON BAMPFYLDE INSIGHT

CONTACT US If you are interested to hear more about how we could work in partnership with you and your organisation, please do get in touch with Cassandra Woolgar.

 [email protected]

TRUST MAKES BALANCING AUTHENTICITY INNOVATION CHANGE IN LEADERSHIP THRIVE

Leaders who are creative can generate Everybody has a different tolerance for Culture is created by people, specifically many original ideas, but they need and rate at which they feel comfortable those leading an organisation. The to ensure that they filter out the with change. Often people can feel personal characteristics of leaders – for good ones and consider the practical more comfortable when in control of instance their motivations and drivers, steps for implementation. Leaders or leading a change in comparison to a attitudes, values, personal styles and who are innovative can be great at change imposed upon them. Leaders life experiences – will have a profound bringing ideas to fruition, but they need to be cognizant of how those effect on shaping performance and need to ensure that they are listening around them respond to change and culture. Authenticity at the most to, and drawing on, the thinking of self-aware of their own tendencies senior levels of leadership is vital in others across their organisation. so they can help themselves and defining how well leaders and their They need to be willing to implement others to navigate inevitable changes. organisations perform and what sort other people’s ideas and to help A balance needs to be struck being of organisational culture they shape. highlight the practical considerations open to taking risks and pushing Leaders should be aware of their without stifling inventiveness. change and getting the pace right for own behaviours and values in order the organisation and the workforce. Leaders who are less innovative and to determine where these are creative themselves can still create beneficial or should be adapted, the right culture to draw on others and to be aware of how others may for their ideas: be open to innovation; have different characteristics and open to listening to others and values, and hence need managing or sharing the truth; willing to try new motivating differently to themselves. things; creating a no-blame culture Below is an overview of the way in which allows innovation to thrive. which we work with clients, including as they transition through periods of iterative and transformational change.

TEAM EXECUTIVE ONBOARDING 360 CEO BOARD REVIEW DEVELOPMENT ASSESSMENT & COACHING APPRAISAL A review of the Working with In-depth Providing A review of an board’s perceived individuals for psychological individuals with individual to effectiveness from self-awareness and and behavioural time and support provide insights on the perspective of development, with assessment to reflect on their performance the entire board, leaders to consider to establish their behaviours, and behaviours, executive and how they manage candidates’ objectives and providing useful stakeholders, the and motivate strengths, risk ambitions, whether perspectives for outcomes from and with the factors and values new into a role or development. this allow for a list team to consider to inform selection existing. of clear priorities their strengths, or development. which include how team areas for the board might development, better engage with working together the executive and and setting the local communities. tone and culture for C the organisation.

CANVAS 17 IN THE NEWS IN THE NEWS

Warm welcome to our new Partners

We have welcomed new colleagues over the year who will be working very closely with our team in Scotland and the wider UK. Andrew Hunter joined Saxton Bampfylde in April as a Consultant, following his 20 year Headship of Merchiston Castle School, Edinburgh. Andrew has over 37 years’ experience working in schools and through that time has followed a simple educational philosophy with a three-part focus: academic inspiration through passionate subject teachers, co-curricular enrichment through activities and societies, and pupil support through individual pastoral care that gives every child a chance. Andrew is part of our Schools’ practice, identifying and supporting Heads and other leadership functions, as well as helping to advance leadership in education in Scotland and beyond.  [email protected] Andrew Hunter, Partner & Consultant

Partnering with Praesta to deliver bespoke The innovative partnership is part of continuing work by Saxton Bampfylde and our global partners across the Panorama network coaching to expand our leadership services, which already includes services such as board review, talent mapping and executive assessment.

We’re pleased to announce The respective organisations will continue to operate as independent entities, but with the strategic benefits of a new partnership with complementary expertise that will enable us to deliver a more Praesta, an award-winning cohesive service to clients of both Saxton Bampfylde and Praesta. By bringing together many decades worth of respective experience company that specialises in executive search and leadership development through this new alliance, we are confident in our ability to continue to support and in providing bespoke enable goal-orientated leaders to achieve their full potential in an executive coaches to ever-changing leadership environment. business leaders. For more information about the services Saxton Bampfylde and Praesta are able to offer in partnership, please contact [email protected] / +44 020 7227 0804.

18 CANVAS IN THE NEWS

Leading with James Ashton returns for second series, supported by Saxton Bampfylde Mike Hounsell, Partner & Consultant

Mike Hounsell has joined our consulting team, bringing over 30 We are delighted to announce years’ senior and board level marketing, communications and our support for the second series general management experience within leading international and national businesses in the consumer goods, financial of ‘Leading with James Ashton’, a services, telecommunications and higher education sectors. leadership podcast that speaks to Mike works across multiple sectors where his functional and sector knowledge add value. His most recent role was people at the top of their game in as Vice President Marketing, Communications, Recruitment business, charity, the arts and beyond. and Admissions for the University of Surrey. Mike is also a former Trustee of East Anglia Children’s Hospices where he sat on their Board and Fundraising/Retail committees. Hosted by business writer, speaker and  [email protected] consultant James Ashton, each episode features two leaders from very different organisations discussing their take on leading vital causes, famous James Ashton with Dame Janet Beer & Leonor Stjepic brand names and multi-million- pound enterprises. James draws on his journalistic career, which has included roles as City Editor and Executive Editor at the Evening Standard and Independent titles and before that City Editor at the Sunday Times, to encourage his interviewees to open up and swap stories of success and failure, the skills they have picked up, the challenges they face every day and the advice they offer to others.

The new nine-part series features CEOs from mobile phone Rosanna Cundall, Partner & Consultant giant O2, English National Opera, University of Liverpool, Leon, In September 2019 Rosanna Cundall joined our Arts and Creative Crown Estate, Royal Albert Hall, and the luxury fashion designer Industries practice. With 10 years’ experience focused on the Amanda Wakeley, plus many more, and includes a number art world, and particularly commercial art across the UK and of candidates placed by Saxton Bampfylde who are making globally, Rosanna brings a great wealth of experience advising their mark across a wide range of organisations and sectors. on leadership appointments. She is supporting board level and executive appointments across the arts and creative industries for Episodes can be listened to via Apple Podcasts, our Scotland clients, and also in the luxury and consumer sectors. Spotify, Stitcher or at www.leadingpod.com  [email protected]

CANVAS 19 KEY APPOINTMENTS

KEY APPOINTMENTS Saxton Bampfylde and its partners around the world through Panorama advise many recognised organisations. We are delighted to share with you a selection of some of the roles that we have been privileged to work on recently.

STEVEN LADURANTAYE TIM ALLAN ROBERT MUNRO STV V&A Dundee Carr’s FLower Mills Head of News and Chair Managing Director Current Affairs

Steven Ladurantaye was appointed Head Business leader and entrepreneur Tim Allan Robert Munro has been appointed as of News and Current Affairs of STV bringing has been announced as the new Chair of Managing Director to lead Carr’s Flour significant experience in news media spans the Board of V&A Dundee. Tim succeeds the Mills in Fife, succeeding long standing print, radio, digital and social, and television. founding Chair of V&A Dundee, Lesley Knox, Managing Director Duncan Munro. Ladurantaye joins STV from the Canadian who has led the Board from 2010. Tim Allan Robert joins Carr’s from Fengrain, Norfolk Broadcasting Corporation (CBC) where he is the owner of Unicorn Property Group based farmer owned co-operative. was Managing Editor, responsible for the and has a wide range of other business journalism and newsroom operations of and philanthropic interests including being Canada’s largest public service broadcast the President of Scottish Chambers of MATTHEW PEARCE news service. Prior to CBC, Ladurantaye Commerce. He is also on the board of the The Glasgow Academy was Global Chair of News at Twitter Inc. Archangels investment syndicate where Rector he is an active investor in Scottish start- up businesses. He was a member of the MALCOLM WRIGHT Scotland Committee of the BIG Lottery NHS Scotland Fund for seven years, and formerly the Matthew Pearce has been appointed to Director-General Health and Chair of Young Enterprise Scotland. He also the position of Rector to succeed Peter Social Care/Chief Executive served as President of Dundee and Angus Brodie. Matthew had served as Deputy Chamber of Commerce from 2014 to 2016, Rector at the Academy for three years and has been a member on the Court of prior to this appointment. Matthew’s Malcolm Wright was appointed Director- the University of St Andrews since 2015. experience prior to joining the Academy General for Health and Social Care and was within the State sector as Depute Head Chief Executive of NHS Scotland in June Teacher with Bishopbriggs Academy and 2019. Malcolm Wright previously held a ESTHER ROBERTON prior to that with St Luke’s High School. range of NHS Chief Executive appointments University of Aberdeen covering Tayside, Grampian, NHS Education, Senior Governor Dumfries and Galloway and Edinburgh RAMI OKASHA Sick Children’s NHS Trust. Malcolm has CHAS spent his career in the NHS, starting as an Chief Executive administrative trainee with Lothian Health The University of Aberdeen has appointed Board in 1975. He progressed through Esther Roberton as Senior Governor to lead a range of managerial and leadership its governing body, the University Court. positions. Malcolm was awarded an Esther played a key role in the establishment Rami Okasha will be officially taking up the Honorary Doctorate at the University of of the Scottish Parliament as Coordinator post as Chief Executive of CHAS in January Paisley in 2007, an Honorary Fellowship of of the Scottish Constitutional Convention, 2020. Rami is currently the Director of The Royal College of General Practitioners in where she made a central contribution Transformation and Innovation at CHAS, 2007, an OBE in the New Year’s Honours List to the development of the Parliament’s working to develop new models of care in 2008 and became a Fellow of the Royal principles, standing orders and procedures. and reach more families. In 2018, Rami College of Physicians of Edinburgh in 2012. Currently Chair of NHS 24, she has served was the Executive Director of Strategy and as Chair of the Scottish Further Education Improvement at the Care Inspectorate, Funding Council and NHS Fife, which saw Scotland’s largest scrutiny and improvement her invited to join the Court at the University body. Rami is appointed as a member of of Dundee, first as an independent the Scotland Committee for the Equality member then as Rector’s Assessor. and Human Rights Commission. He is a trustee of Luminate, Scotland’s creative ageing arts charity. Before joining the Care Inspectorate in 2013, he worked in public affairs, communications, policy development, and as a trade union officer representing teachers in the workplace.

20 CANVAS KEY APPOINTMENTS

BRIAN LOGAN Associate Director of Curatorial Affairs SARAH DAVIDSON Capability Scotland at the Smithsonian’s National Museum The Carnegie UK Trust Chief Executive of American History in the United States. Chief Executive Officer She has also held positions at the British Museum in London, and as Head of Asian and African Collections at the British Capability Scotland has appointed Brian Library. She began her career at the The former Director-General for Logan as its new Chief Executive. Brian, who Science Museum in London, and at the Organisational Development and has been Chief Executive at Bield for the Whipple Museum of the History of Science, Operations at the Scottish Government, last nine years, will replace Dana O’Dwyer, University of Cambridge, where she Sarah Davidson, has become Chief who is retiring after serving eight years in completed a PhD in the History of Science. Executive Officer of The Carnegie UK the role. Brian was Director of Financial Trust. At the Scottish Government, Sarah Services at Bield for five years before taking Davidson led around 2,000 staff with on the role of Chief Executive nine years the goal of improving the delivery of MAGGIE CUNNINGHAM ago. He is currently a board member at Ofcom corporate functions, implementing new East Lothian Housing Association, trustee Content Board Member, Social Security powers and embedding an of Community Integrated Care, and a board Scotland internal change programme. She took a member at Reside Housing Association. leadership role on diversity, inclusion and talent and was a member of the UK Civil Ofcom’s Content Board is a committee of Service Leadership Group, with particular SUSANNE MORRISON the main Ofcom Board. It has delegated, responsibilities for talent development. Loretto School advisory responsibility for a wide range COO of content issues, including the regulation of television, radio and video-on-demand IAN MCLELLAND quality and standards. Maggie Cunningham National Trust will represent to Ofcom the interests for Scotland Susanne Morrison was appointed as and opinions of people living in Scotland. General Manager, Loretto School’s inaugural COO, replacing She brings considerable broadcasting Ayrshire & Arran the school’s long standing bursar, experience to Ofcom. In July 2012, she was Stephen Howard. Susanne previously appointed chairman of MG Alba, the Gaelic- The National Trust for Scotland has led the finance and IT transformation of language channel. She previously held a appointed Ian McLelland as its new General number of senior positions at BBC Scotland, the Royal Yacht Britannia, and prior to Manager for Ayrshire and Arran. Ian, a including joint head of programmes and retail expert who has been in charge of that served as Financial Controller with services, and head of radio. She has also shopping malls in China and Indonesia, Johnson & Johnson managing large teams worked as an executive and leadership was previously the Director of East Kilbride of financial analysts across Europe. coach and consultant. Maggie was chief Shopping Centre since 2011, and was executive of the Scottish social enterprise responsible for the largest undercover charity, Columba 1400, and one of the shopping centre in Scotland. JOHN COOPER founding board members of Sistema Care Visions Scotland, which aims to transform the lives Managing Director of children through music. She is also a member of the World War One Scottish Commemorations Panel.

Care Visions, one of Scotland’s largest provider of residential services for children, has appointed John Cooper as its new Managing Director. John was previously Senior Manager for Resources, Children and Families Service at Dundee City Council, a role he held since 2015.

DR CATHERINE EAGLETON University of St Andrews Director of Museums

The University of St Andrews has appointed Dr Catherine Eagleton as Director of Museums to take the lead on a significant period of expansion and transformation for its galleries and collections. Before joining the University, Catherine was

CANVAS 21 CAPITAL VIEWS: Sian Carnegy-Arbuthnott

CAPITAL VIEWS TEAM INSIGHT Take a closer glimpse into the people at Saxton Bampfylde and our global partners with our regular team insight feature.

22 CANVAS CAPITAL VIEWS: Sian Carnegy-Arbuthnott

PAST, PRESENT AND FUTURE joined Saxton Bampfylde in early 2019 after relocating home to Scotland after many years living and working in London. As a member of the consulting team here I am Ifortunate to work with clients across many of Scotland’s main industries from consumer goods, financial services, arts & culture and education. The firm’s distinctive culture and strong value set coupled with the variety and breadth of the work we do makes Saxton Bampfylde a very unique and enjoyable place to work. We are a small, close-knit team in Scotland but never feel too far from our London partners! RAINY DAY DREAMS SIAN CARNEGY-ARBUTHNOTT In an ideal world I would spend a rainy afternoon PARTNER & ASSOCIATE CONSULTANT, SCOTLAND inside indulging in an addictive crime boxset on Netflix, however I am more likely to be found braving the elements at Murrayfield watching my fiancé play rugby, swiftly followed by celebrations or in some cases commiserations, over a glass of something quirky at Panda & Sons. TRUE PASSION Having raised a flock of sheep since I was 12 years old – surprising to most but not to me – I still enjoy escaping to the Angus glens from Edinburgh for a weekend to visit them! WHO – DEAD OR ALIVE – DO YOU VIEW AS A PARTICULARLY INSPIRING LEADER, AND WHY? The Duchess of Cambridge. Her global influence on culture by celebrating the success of others and her ability to focus on how she can use her position of influence to give more to those in need and bring attention to important humanitarian issues. WHICH THREE WORDS DESCRIBE YOUR VIEW OF SCOTTISH BUSINESS SPIRIT? Tenacious, entrepreneurial and meaningful. ARE THERE SECTORS YOU WOULD IDENTIFY WHICH ARE STARTING TO PUT A GREATER EMPHASIS ON INNOVATION THAN IN THE PAST? In addition to being a global leader in traditional industries like finance, Scotland thrives in innovative sectors like technology, life sciences and renewable energy. It constantly amazes me how many interesting, disrupter- style brands start-up and flourish here such as Skyscanner and Genius; two powerful examples of entrepreneurial-led, challenger businesses, which have changed the way we think about both respective industries. HOW IMPORTANT IS AN INNOVATIVE SPIRIT IN IDENTIFYING LEADERS? ARE THERE SECTORS WHERE THIS ATTITUDE IS IN MORE DEMAND? To be a leader with an innovative spirit is to have passion, vision and focus. In today’s evolving world this feels ever more important across all sectors where creativity and entrepreneurship is essential to succeed. HOW WOULD YOU DESCRIBE YOUR FIRST YEAR AT SAXTON BAMPFYLDE? Quick! C

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SAXTON BAMPFYLDE MISSION STATEMENT We exist to change the world by changing leaders in interesting and important organisations. At the same time we aim to create an environment wherein all members of our community can grow to their fullest extent emotionally, intellectually and spiritually.

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With over 200 consultants worldwide, our global partnership brings together leadership experts across the commercial, public and non-profit sectors.

Saxton Bampfylde is a member of Panorama, a global partnership of 21 leading independent executive search and leadership advisory firms around the world. panoramasearch.com