Management

Sir Richard Branson started with a student magazine and a mail order record company in 1971. His Virgin Empire is now comprised of over 200 companies and spans three continents. Not only is Virgin one of Britain's most respected brands, but it is also becoming an international super brand. They are involved in planes, trains, finance, soft drinks, music, mobile phones, holidays, cars, wines, publishing, bridal wear, and more.

The Virgin Group is one of the UK's largest private companies, with an annual turnover estimated at £5bn per annum in some years back. Virgin's highest profile business was Virgin Atlantic, which had developed to be a major force in the international airline business. However, by 2002, the group included over 200 businesses spanning three continents and including financial services, planes, trains, cinemas and music stores. Research showed that the Virgin name was associated with words such as 'fun', 'innovative', 'daring' and 'successful'. Since it was established in the 90s, Virgin Atlantic Airways has become Britain's second largest airline and one of the world's leading, serving the world's major cities.

Virgin Atlantic was growing rapidly following the market crash that came in the wake of 9/11. It also enjoyed strong brand recognition that resonated with innovation and value. However, the management team, although enthusiastic, needed to develop their skills and experience as leaders. Moreover, a reliance on external recruitment had diluted the ‘vibe' of the workplace.

Virgin Atlantic's Executive Team identified the need to create a ‘team and a half' at the top: a strong leadership team to lighten the load for Directors and respond quickly to new business opportunities. This team of champions would be based on growing excellence from within rather than external recruitment. The leadership development programme needed to be built around the stated business manifesto "to grow a profitable airline which people love to fly and where people love to work".