About Positive Deviant
Our success is measured by the extent to which we embed new capabilities and ways of working into your organisation.
Tony is a senior organisation development consultant with expertise in facilitating individuals and organisations through change and growth.
During a career spanning 20 years in the pharmaceutical industry, successfully delivered a myriad of change projects. These projects were varied in size and technical complexity. He has worked for a number of companies including Novartis, Astra, SmithKline Beecham, but spent the lion share of his career at GlaxoSmithKline. In the latter part of his 12-year career at GSK, he became the Head of Performance Management for Supply Chain Transformation. Prior to this, he worked as the Director of transformation for GSK UK. In these roles, Tony led significant change initiatives and was responsible for building business improvement capacity.
In 2014 Tony founded Positive Deviant LTD, a bespoke organisational development consultancy. Positive Deviant Ltd uses the principles of ‘positive deviance’ to help organisations and individuals become outstanding amongst their peers using what he calls the 3 M’s: Meaning, Management and Measurement. He prides himself on being able to release energy in his clients by working in ways that are highly engaging and embed learning.
Tony holds an NTL Certificate in Organisational Development & Behavioural Sciences and is a member of the Project Management Institute. He is a founding member of the BAME Rendezvous, a network which supports BAME professionals working in Organisation Development. In addition, Tony is a keen practitioner of the principles of motivation theory. In support of this work, Tony is accredited in the use of Motivational MapsTM.
The gap between strategy and implementation needs closing. We build the capacity of organisations to make GREAT ideas happen with an accessible, easy to use project management methodology
that gives more
By helping organisations get clear on strategic direction, building the capacity to manage and motivate, we set them on a path leading to greater performance, productivity and profitability in a sustainable way
Finding the positive deviants
Our interventions always begin with diagnosis. Part of the diagnosis phase involves looking out for the people in your business who are already living the desired change and using them as a template for building success for the rest of the organisation.
Leaving an improvement culture
Wherever we go leave a continuous improvement culture, engaging with teams and setting them up for sustainable success.
Co-creating and delivery of solutions
Free up your key talent to help diagnosing, defining, designing, delivering, diffusing.
Liberating you and your teams
Challenging the norm to drive performance
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