At Sheppard Moscow we help leaders develop the skills to be strategic, to align disparate stakeholders on purpose and priority, to be culture multipliers embedding resilience and innovation at scale.
Our years of experience working with leading organisations in infrastructure such as the team constructing the Elizabeth Line, an innovative multinational oil and gas corporation, and a global manufacturor of building materials, has shown that aligned human systems are the key underpinning of success in complex technological ventures.
Organisations need leaders with the flexibility and adaptability to innovate and deliver simultaneously in an environment of rapidly changing technology. Technology is improving efficiency through automation and offering powerful processes for managing complex projects. However, the disparity between the speed of technology cycles and asset timelines poses a significant challenge and demands adaptability.
Regulation has always been a key concern for leaders in infrastructure, but as technology evolves, regulations struggle to keep pace, creating greater uncertainty and complexity. A high level of organisational effectiveness, made possible through powerful teaming, enables organisations to navigate this balance of compliance with tight timelines.
Leaders face the challenge of balancing rising costs and tight budgets with sustainability goals, while aligning diverse stakeholders who might have a competing priority for speed. Effective leadership is crucial to navigate this complexity, fostering collaboration and strategic thinking to cut through the noise and drive meaningful progress.
Case study: Deepening the bench for sustainable leadership in the built environment
We partnered with this global manufacturer of building materials to design and deliver a leadership development programme to cultivate a culture of collaboration across distinct divisions to improve organisational effectiveness and ensure sustainable leadership into the future.
Case study: Radical potential realised through cohesive teaming in oil and gas
We designed and delivered a leadership culture transformation with a multinational oil and gas corporation to foster collaboration with contractors and clients - all to enable a radical new construction methodology that proved to be a game changer.
Case study: Realignment to deliver safely and effectively in constructing the Elizabeth Line
A breakdown in trust threatened this civil engineering project. We successfully partnered with the complex team, comprising multiple JVs, to develop a crucial intervention to reestablish trust and co-create new ways of working.
Deborah Gray 
Andrea Cusack 