Realising your potential through successful EO
There are many reasons businesses choose to become employee-owned (EO) but there’s more to it than a signature on a piece of paper. Ensuring you, your leaders and teams understand your role in realising EO’s potential takes thought, care and energy to achieve.
At Telos Partners, we can help.
Through our merger with JGA, we support owners, leaders, boards, teams and their representative bodies to identify, enable, transition and embed the benefits of being employee-owned.
Our real-world employee ownership experience means we understand the leadership, cultural, commercial and governance challenges it brings. We design solutions that are client-led and bespoke.
The result? Whatever your stage of EO, we equip you to shape, transition, embed, energise and renew the elements of successful employee ownership in your business. Together, we focus on unlocking the active, responsible ownership that brings your EO to life.
Realising your potential through successful EO
When we say EO can be a strength for your business, we mean it – but there’s no one size fits all. That’s why we take the time to explore and clarify what becoming employee-owned means to you: how you want it to feel in practice, what you want it to do.
Clients say we build confidence by being ‘honest about bumps in the road’. We bring knowledge, skill and a practical understanding of how to realise your business potential through EO, founded on Telos Partners’ 25 years of global experience and JGA’s 10 years of supporting 100-plus transitions to EO.
Client story – smoothing the transition
What inspires a business to become employee-owned? For the co-founders of an international award-winning animation studio, it was the desire to ensure their legacy and success could continue after they stepped back from their day-to-day responsibilities.
They approached JGA to help create and implement a successful employee ownership transition plan. Our support included the creation – and facilitation – of key EO representative groups and engagement programmes to empower the studio’s co-founders, board members and employees to deliver the new model. The focus was to ensure roles and responsibilities were clearly defined, and to improve two-way communication.
‘It really eased the burden having [your] wealth of knowledge to draw from,’ they recall. ‘We were able to pre-empt (and avoid) common pitfalls and – most importantly – were kept on track throughout, enabling us to move forward quickly and efficiently.
‘Thanks to [your] deep expertise and insight, the whole process was wrapped up within a year of making the announcement to our employees.’
