David talks through the culture change from identifying the issues, to beginning the transformation, the key stages in the process, how success is defined and the legacy of the program itself.
This insightful analysis into how effective leadership transformation can operate within a multi-national company is an excellent example to follow if you are looking at developing an effective culture change program.
Bio
David Young started his current role in 2009 and has held four roles in talent management, leadership and executive development. In May, this year he began working with the President of the largest Division – the Global Services team where he helps to embed leadership and cultural change in Asia, the Americas, Europe and the UK.
Prior to this David spent 3 years in the senior civil service as deputy director for Organisation Development in the Department of Work and Pensions.
Before working in-house, David had 10 years of working as a management consultant in a variety of professional services first including Price Waterhouse Coopers and PA Consulting.
David was a trustee of the Royal Society of Arts, Manufacturing and Commerce from 2006-2009, and a member of their fellowship council from 2009-2011.
