Insights

In this article, Victoria Buckenham, Founder of VB&A, revisits the 70:20:10 model and why its principles are still critical for effective, self-owned learning today. 

In this article, Victoria Buckenham, founder of VB&A, explores why returning to work should be seen not just as a transition, but as a powerful development opportunity for individuals, leaders and organisations alike. 

VB&A Founder  Victoria Buckenham  explores the Japanese concept of  Ikigai  and how it can be used as a powerful tool for personal reflection, leadership conversations, and organisational performance. In this article, she shares practical ways individuals and leaders can use Ikigai to reconnect people with purpose, strengths, and contribution at work.

VB&A Founder Victoria examines how leadership development can move beyond workshops to become a true driver of organisational strategy. She outlines what effective programmes look like, and the key questions decision-makers should ask before refreshing their leadership framework.

VB&A Founder Victoria Buckenham looks at why many successful SMEs reach a point where growth outpaces identity. She explains how a clear people strategy helps leaders attract talent, strengthen culture, and scale their organisation with confidence.

VB&A Founder Victoria Buckenham shares why outplacement should be seen as a strategic leadership capability, not simply a process to manage during redundancy. Drawing on years of experience supporting organisations and individuals through transition, she explores how these moments shape culture, trust, and reputation.

VB&A Founder Victoria Buckenham reflects on the leadership judgement required when organisations face redundancy decisions. She explores how thoughtful outplacement support can help leaders navigate these moments with integrity, care, and long-term cultural impact.

Why leaders who blend Goleman’s six styles create more engaged, adaptable and high-performing teams.

How coaching elevates talent development by driving accountability, personalisation, and real behaviour change across leadership populations.