Manage HR Magazine: Specials Magazine
Why must senior leaders strengthen decision-making capability during periods of continuous organizational change? Senior leadership teams face moments where consequential decisions must be made under pressure and with incomplete information. DREAM&LEAP works with business leaders to build the strategic and decision-making capability they need to act effectively. This is important for leaders operating in an environment defined by continuous change. Technology acceleration, regulatory pressure, geopolitical instability and shifting workforce expectations have reshaped how organisations function today. Within this context, leaders are expected to set direction, as well as think and act strategically in real time. DREAM&LEAP provides leaders with facilitated strategy sessions, arming them with diagnostic instruments and recurring pulse surveys that help leaders scan the horizon, make sense of complexity and respond with clarity. “We give leaders the skills and tools they need at every level and the confidence to trust themselves in using them,” says Matt Jenkins, founder. Equally important is addressing the personal toll that prolonged disruption places on leaders. Resilience, emotional strength, well-being and self-care are embedded within the leadership development approach, recognising that senior leaders are often absorbing pressure from every direction. At the same time, DREAM&LEAP places strong emphasis on building leadership and management bench strength, preparing the next generation for senior responsibility, ensuring no capability gaps slow progress or derail plans when experienced leaders leave.
Employee Wellbeing
Employee Wellbeing at Priority
Tania Millet, Learning and Development Manager at Pictet Wealth Management.
Leadership Development
Reshaping the Future of L&D Through Digital Transformations
Petra Mikulasova, Senior HR Manager and Talent Manager at Yanfeng
Corporate Training
Reframing Performance Management
Simon Hopper, Director of Learning & Organisation Development at Accord Healthcare
Leadership Development
People-First Leadership across Borders
Paul-Olivier Raynaud-Lacroze, Senior Vice President, Global HR Executive, dormakaba
Learning and Development
Building Inclusive Pathways for Leadership Growth
Geraldine Percival, as Group Head of Talent & Development, Asahi Europe & International
Diversity and Inclusion
Enriched by Difference: Building Multicultural Resilience through Ethical HR Leadership
Fabien SIGUIER, CHRO & EVP Human Richness, Ethics & Transformation, Adisseo
Leadership Development
The “Flywheel Effect”: As Up-Skill Your Leaders
Alessandra Benevolo, HR Regional Lead South Europe and MEA, Ipsen
IN MY OPINION
Benefits Administration
The best ideas don't win. The best-presented ideas do
Andrew Schlussel, Senior Director, Training & Development, Animation, DNEG
LAST WORD
Employee Compliance Technology
Compensation And Development: An Integrated System
Simona Curci, HR Organization and Leadership Development Manager at Ferrari [BIT: RACE]
IN FOCUS
Exploring the Benefits of Diversity and Inclusion in Europe
Diversity and inclusion are essential in driving innovation, increasing employee engagement, and building a healthy workplace culture.
The Growing Importance Of Leadership Development Services For European Workforces
Leadership development is essential to help European organisations navigate disruption, close skills gaps, retain talent, and build resilient, human-centric workplaces.
EDITORIAL
The New Discipline of Leadership Development
Leadership today is defined by the ability to act decisively in conditions of uncertainty, where organisational clarity, capability, and resilience must be built simultaneously. This edition examines how HR leaders are aligning development, structure, and accountability to sustain performance in increasingly complex environments.
Our cover story recognises DREAM&LEAP as the Top Leadership Development Service in the UK 2026, reflecting its disciplined, diagnostic-led approach to leadership transformation. Rather than relying on conventional training models, DREAM&LEAP works alongside leadership teams to strengthen judgement, accountability, and decision-making under pressure. Its methodology begins with a data-led assessment of organisational reality, integrating workforce insight, leadership effectiveness, and business performance indicators to guide action. By embedding behavioural change within measurable outcomes and reinforcing leadership accountability over time, the firm enables organisations to move from reactive execution to sustained strategic momentum.
Beyond the cover, this issue highlights organisations that are redefining HR as an integrated business function. These recognised companies demonstrate that long-term impact is achieved when development, organisational design, and performance systems operate as a unified framework, ensuring consistency between leadership intent and execution across the enterprise.
From the CXO perspective, Paul-Olivier Raynaud-Lacroze, Senior Vice President Global HRBP Chief Commercial Officer & local HRBP Organisations at dormakaba, underscores the centrality of people as the primary lever of organisational performance, emphasising the need to balance global standards with local cultural understanding while strengthening HR’s role as a strategic business partner. Complementing this, Simona Curci, Regional Head of Human Resources at Ferrari, highlights the importance of integrating compensation, development, and organisational processes into a coherent system grounded in transparency, coherence, and fairness to maximise both individual and organisational effectiveness.
Together, these perspectives reinforce a clear imperative: effective leadership development is inseparable from organisational design and accountability. The organisations featured in this edition exemplify this alignment, setting a standard for HR-led transformation in the years ahead. We invite readers to explore the full issue and engage with the perspectives shaping the future of HR leaders.
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