We are constantly reviewing and renewing our approach to development. As the professional services market changes, so our clients’ contexts change. What’s more, the core skills and behaviours required for success – both now and in the future – are constantly being redefined.
Even though we spend most of our time looking ahead, we never forget what we have behind us: a long heritage and deep roots in professional services.
We have delivered programmes, coaching and mentoring to thousands, from Partners and senior executives to managers and new recruits.
At last count, we have worked in thirty-seven countries across six continents.
Covering consulting, law, accounting and financial services. Our clients include world-leading consulting firms, Big Four accounting and advisory firms and Magic Circle law firms.
We have also worked with many large international telecoms, FMCG, manufacturing and pharmaceutical organisations, helping them adopt the best practices, skills and behaviours from the world of professional services.
All our people have worked in top-tier consulting and professional services firms, including Arthur D. Little, Booz Allen Hamilton, CSC, Deloitte, KPMG, PA Consulting, PwC and multiple FTSE 100 and Fortune 500 organisations.
On the 10th November 2017, we became The Openside Group, having previously been called Psychological Skills for Professional Services (PSfPS).
Clients told us we needed a name that properly represented what we do and said something about our values and the way we work. On a more practical level, we wanted a new name that was easier to say, spell and remember.
Becoming Openside lets us reaffirm our focus on professional services and on developing the critical skills and behaviours required for success in the sector.
Our success will continue to be determined by our clients’ success, as it has been for over 25 years. In the years to come we’re going to remain the same open, friendly and good-humoured business we’ve always been.
When you’re choosing a learning and development partner, especially in professional services, heritage matters.
To meet your people at their level – from your firm’s most discerning senior leaders to your newest graduate recruits – it’s critical that learning partners have the right experience in and understanding of professional services.
To challenge people, influence them and change their ways of working needs authority and assuredness – particularly if you are working with Partners or seniors managers. Our respect and authority comes through a deep heritage in professional services.
Designing and delivering programmes that fit your context demands an understanding of your desired strategic position, your strengths and weaknesses and your current situation. A deep understanding of the professional services sector is critical to carrying out a successful diagnosis.
For development programmes to make an immediate and lasting impact tutors should be able to apply the content to live opportunities, cases and engagements that participants are facing at that time. To do this, tutors need the requisite knowledge, experience and agility to apply it in real time.
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