Business development consultancy services

Tender description

The Department for Business, Energy and the Industrial Strategy (BEIS) Internal Consultancy aims to enable better decision making, primarily through facilitation: enabling the department to find innovative solutions to some of our most pressing challenges and by growing team and organisational effectiveness. Working with managers from across the department and their stakeholders (internal and external) we seek to bring people together to problem solve and to make things happen to deliver BEIS priorities: challenging safely; thinking innovatively; exploring new perspectives; and finding creative solutions. BEIS are seeking a supplier to operate as members of the BEIS Internal Consultancy team, providing continuity of engagement with key managers and projects, building ongoing relationships and an understanding of the priorities of BEIS. It is essential that the supplier can provide a range of different facilitation services, products and expertise and which can be drawn upon as appropriate to the issue in hand. The supplier will work alongside the Head of the BEIS Internal Consultancy to take the lead in: — providing expertise, advice, support and coaching in building individual, team and organisational effectiveness through a focus on facilitation, collaborative working, innovation and managing change. Transferring these skills to staff through a programme of direct coaching, consultancy, support, surgeries and demonstrations, — actively encouraging the use of innovative approaches to problem-solving to enable the Department to find innovative solutions to improve organisational and team effectiveness and support managers working in a policy environment where there are high levels of uncertainty, complexity and ambiguity. Mixing use of established tried and tested thinking and tools with emergent and latest thinking and the use of digital solutions. BEIS operates from a number of locations across the UK and the ability to make effective use of technology to support and engage colleagues working at a distance and in a more virtual environment is essential, — developing a more strategic and focused offering of BIC services, helping to ensure projects key to the delivery of BEIS are prioritised when considering when allocating BIC resources and services. Building an understanding of the Department’s priorities, establishing connections with other core departmental services enabling the capability of the organisation, and maintaining effective relationships with senior customers e.g. services provided by policy delivery and private office, the programme management office, organisational design and development and human resources, — establishing and building relationships with the department’s senior leaders to enable them to build high-performing teams and innovative problem-solving capability, — developing the BEIS Facilitator Network as a means of delivery. The supplier will provide a facilitation development programme that will act as a pipeline for bringing new facilitators onto the BEIS Facilitator Network and ensuring colleagues are confident and skilled in providing facilitation services. In addition to direct facilitation, members of the Network buddy and support one another, share case studies, transfer skills to colleagues and develop specific skills (e.g. Action Learning Set facilitation, large group interventions, psychometric personality accreditation (Lumina Spark)), all of which are supported and coached by The BIC team, — creating a greater and more engaging and vibrant presence across the department, through improved digital presence and more regular communications including blogs, inspiring case studies. Meeting with staff to ‘market’ the service and gain customer insight. Build a stronger ‘virtual resource’ and library on change, innovation and organisational effectiveness and showcase success and good practice, — providing a gateway to other specialisations, within and outside of BEIS, and the latest developments in creative and innovative thinking methods and alternative tools. Identifying ways and building the case about how we can make use of these in BEIS to drive organisational and team effectiveness, e.g. external speakers, thought leaders, digital applications, — providing support to manage the use of our digital and on-line collaboration tools in workshops and events.