What I do

66% of business strategies never get implemented mainly because of a lack of real alignment between the strategy, internal policies, organizational culture and leadership. To improve business performance an integrated approach is needed.   In order to help my clients meet their business challenges, I have combined consultancy, training and coaching in novel ways that help organisations achieve better results.



Watch this brief video of my interview with Hellen Dalley from Sky News to find out about my ideas on what good leadership is and how you can develop it.



"Organisational change is only achieved through an integrated approach that includes the following elements.”

what i do strategic alignment coaching-follow up leadership programmes

The results

“Douglas is an intrinsic part of the Europcar history of the last twenty years and his presence is still felt. His mixture of intellectual intelligence, practicality and his great sense of humour has contributed to give our organization a clear vision with respect to leadership and the path to follow in order to make our company the undisputed leader of car rentals in Spain”.

Mariano Ballesteros
Director of Human Resources

“Doug was an excellent CEO Coach and did a superb job of managing a major cultural change project at RevTech Media. Highly recommended”.

Lachlan Harris
Founder and CEO of RevTech Media, FiftyUP Club & One Big Switch

“Doug McEncroe is a rare blend of talent. Unbelievable insight into leadership development and organizational transformation; senior team alignment; solid change management; and organizational development. In addition to his practitioner skills, I have come to value Doug’s insight, passion for his work, and prowess as an executive coach and facilitator. Highly recommend for executive and senior level work across multiple industries and cultures”.

Keith Caver
Former Director North American Customs Solutions CCL.
Presently, American Practice Leader, Tower Watson

“In Hewlett Packard, Douglas made an excellent contribution. His professionalism and his rigor contributed to the awakening of and advancing in the growth, development and personal satisfaction of all the managers who participated in the Leadership Development Project. Through a process of reflection and interior dialogue oriented towards action, he left his mark on all of them”.

Luis Carlos Collazos
Professor at ICADE, ex-Director of HR at Hewlett Packard and presently Director of HR at Hispasat

“I have known Douglas for nearly two decades. He was the first person in Spain to work with certain instruments and processes that are today very common, for example, 360º Feedback and Coaching. He has been and continues to be a reference point for me in the field of Leadership. I have had the good fortune to work with him on many projects, all of them fun but also very successful”.

Carlos Pelegrín Fernández López
Director of Talent
France Telecom Spain

“In DDI we always focus on improving the business results of our clients. Douglas has worked for us on important projects all over Europe from Geneva to Moscow. His depth of knowledge on leadership and his ability to link leadership development to effective execution of business strategy has been a key asset for us and has added great value to our clients. I highly recommend Douglas for senior executive and senior level work in any sector. Doug is a great partner and excellent faculty and coach”.

Martina Michel
European Head of Consulting Europe , DDI

“Douglas McEncroe has worked with various companies in which I have been Director of Human Resources, AT&T and Telefónica among them. His involvement has been important in Leadership Development projects of a very strategic nature and in projects that implanted 360º Feedback and coaching for senior executives, all achieving very good results which were positive for business. Managers who worked with Douglas highlighted his great professionalism, his commitment to the client and his technical mastery of his profession. Without any doubt I would hire Douglas’s services any time I had a project related to Leadership Development and Change Management, above all in organizations going through profound transformations”.

Plácido Fajardo
Former Human Resources Director
Telefónica and AT&T

“I had the opportunity of working with Douglas and his team at Cisco Systems when I was Director of Human Resources for the Mediterranean Region. His contribution was critical in Leadership Development projects and in Team Development with our Senior Management Team. His ability to combine a coherent methodology with an approach that is both pragmatic and practical for senior managers is very difficult to find in other Leadership Development consultants. I would not hesitate for a minute to use his services and his vast experience at any time I have a challenge related to the development of management capabilities, leadership or change management”.

Luis Massa
Director of Human Resources
AstraZeneca Spain (Formerly of Cisco Systems)

“Douglas McEncroe has worked for Vodafone Spain on various projects of enormous strategic importance for our company:

  1. Leadership Development Programmes for Heads and Managers;
  2. Executive Coach on the Management Development Programme One Way;
  3. Analysis of Senior Managers and Team profiles using Myers-Briggs.

IIn all of these Douglas has demonstrated great professionalism and thorough commitment and innovation and has added enormous value by the way he has contributed to the development of our senior directors and managers. His role was fundamental at a time when the first priority was development of our managers on a project in which more than 500 of our executives took part”.

Pedro Díaz Rodríguez-Valdés
Human Resouces Director
Vodafone Spain

The latest from my blog

Changing the culture through conversations

29 August, 2019

shutterstock_487400503My clients often ask me; how do we change our culture? The main reason for this is that with a new strategy coming in, some things become less important while others actually get in the way of the strategy being implemented.

One of the difficulties of adapting an organisational culture is that most people aren’t actually conscious of it. Much like national cultures, people behave in certain ways because they share a common way of interpreting the world and their place in it. You only see your national culture for the first once you go and live in a different culture, learn the language and then start to see the world from another angle. When you return to your own country you see a whole lot of things you never saw before. Changing an organisational culture therefore requires helping the employees see their present culture and clearly understand the assumptions that underly it.

Making the new strategy understandable

A common problem that I have come across in a lot of organisations is that the senior management team has a clear understanding of what their new strategy is but if you go down two levels of management, the people have no idea of what it is. Too often the strategy is expressed in terms suitable to a McKinsey consultant but is completely incomprehensible to an average manager. The first step then is to describe the strategy in ways that the average person can understand and also, point out how it is different to the previous strategy and why it had to be changed.

Bring the people together

To adapt a culture, it is desirable to bring large groups of people together and help them become more conscious of:

  • What the new strategy is.
  • What the present culture is.
  • What should the new culture look like.

These peoples’ role in this should not be passive but rather they should work as active participants in shaping the new culture. A great methodology for this is the World Café that can be employed in meetings of 200 people yet organises them in tables of four so that people are involved in intimate conversations in which they feel free to open up. The key to these conversations are:

  • Rotating the people so that they change tables at the end of each round
  • Having clear concrete questions that they can talk about
  • Harvesting the contributions of each table so that the whole group can arrive at tangible and clear actions to be taken

I carried out some wonderful World Cafés back in Spain both for government and private organisations and achieved great results.

It surprises me that more companies don’t employ these types of actions as it can be done quickly and economically. And yet, you can arrive at achieving a critical mass of employees who understand what the strategy means to them, what the present culture is, how it needs to change and what are the behaviours that need to be adopted.

There is a collective wisdom that companies can tap into. Employees have so much knowledge and great ideas if only they were asked to participate. This is one way of converting them into active contributors in the change you are looking for.