Most corporate training is bought as a budget line and consumed as a series of slides. We design closed programmes that the sponsor measures against outcomes — what the team is doing differently a quarter later, not what they thought of the room on the day.
When clients come to us
When a function — finance, sales, operations — needs to lift its standard and an off-the-shelf course is not the answer. When a leadership tier below the executive needs structured development before promotion. When a CHRO is rebuilding the learning and development agenda around outcomes. Often when a transformation needs the in-house team trained on the new operating model before it lands.
How we work
A senior partner scopes the programme with the sponsor and the function head — what outcomes the programme must produce, with what cohort, against what existing capability. We then design a programme around the firm's own cases, deliver it in a small closed format and review the outcomes with the sponsor at the close. We avoid generic content.
What we deliver
- Outcome-defined programme curriculum
- Closed-door sessions for the cohort
- Pre-reading and exercises drawn from the firm
- Practitioner-led delivery and structured discussion
- Post-programme outcome review with sponsor
- Cohort follow-up at three months
Typical engagement
Programmes typically run four to ten sessions over two to four months. On our side, a senior partner anchors with relevant practitioners. On the client side, the CHRO or function head is the principal counterpart. Cohorts are usually ten to twenty participants per programme.
Why CGLA
The partner who scopes the programme is the one in the room. Programmes are designed around the firm's actual material, not licensed content. We measure against outcomes the sponsor agrees in advance — and we tell them honestly when an off-the-shelf option would be better than a custom build.
