Kevin is a highly experienced and qualified OD consultant-facilitator who can draw on over 30 years of practice in an international business context.
He has worked extensively across the commercial and not-for-profit sectors – particularly where issues relating to strategy, organisational design and cultural change have needed to be addressed. His recent clients have included Marine Scotland, Novartis, NHS, Department for Transport, Eakin, DWP, Jazz Pharmaceuticals, Kings College and DHL.
His unique approach supports CEO’s and top teams as they navigate their way through complex and elusive organisational challenges. Kevin brings something different when the rational case for change is simply not enough. This involves creating a safe environment for when critical conversations become essential and to enable new ways of thinking.
Prior to becoming a consultant, Kevin had a long career in the world of international consumer goods and retail. A particular highlight was being part of the core design team that brought together the old Guinness and Grand Metropolitan businesses to create a fresh new entity called ‘Diageo plc’. He also had the privilege of being the Programme Director for the acclaimed ‘Ashridge Masters in Organisational Change’.
Kevin has an MSc (with distinction) and a doctorate in Organisational Change. His final thesis: ‘The Consultant as Curator’ was the result of an extensive research project into the art and science of curating as an alternative metaphor for consulting practice. He is a passionate advocate for the creative sector and has been an adviser and mentor to several arts organisations and artists.
Recent sector experience: Health, Public Sector, Pharmaceuticals, Manufacturing, Food & Drinks, Construction, Higher Education, Third Sector.
with Simon Martin: Autumn 2022 newsletter
Power, K (2014). In King, K & Higgins, J (Eds.) (2014), The Change Doctors: Re-imagining Organisational Practice (pp115-136). Farringdon: Libri.
Power, K. (2010) The Consultant as Curator: A Blakean inquiry into practice as vocation. Doctoral thesis published through Middlesex University.
Day, A. & Power, K. (2011) Developing leaders for a world of uncertainty, Harvard Business Review, September
Barr, P, Power, K & Vanstone, C. (2011) Positive Deviancy: Generating Micro Movements to create lasting change in large organisations, Converse Ashridge Consulting Magazine
Power, K. & Day, A. (2010) Developing Leaders for a World of Uncertainty, Rotman Magazine, Rotman School of Management, University of Toronto, Fall 2010
Day, A. & Power, K. (2009) Developing leaders for a world of uncertainty, complexity and ambiguity, 360° The Ashridge Journal, Winter
Power, K. & Day, A. (2009) In the Thick of It, Converse, Issue 6, April
Power, K. (2007). As Good As It Gets. In Critchley, B, King, K & Higgins, J (Eds.), Organisational Consulting: A Relational Perspective (pp. 83-96) London: Middlesex University Press.
McLean, A. & Power, K. (2007). Framing Bateson. In B. Critchley, B, King, K & Higgins, J (Eds.), Organisational Consulting: A Relational Perspective (pp. 12-22). London: Middlesex University Press.