Stay informed with our latest insights, news and analysis

Six practical steps for a thriving workplace culture.

JMJ's CEO, Jeff Williams, shares practical advice on cultural transformation with Forbes readers.

In a two-part "Get the Knack" podcast, Mike Goddu shares his perspectives on developing and sustaining a strong construction safety culture.

Global culture transformation consulting firm reaches a significant milestone.

Prestigious award for internationally-recognized project.

Larry Pearlman, Managing Director, Americas Market Leader, spoke at a recent Louisiana Chemical Association (LCA) event alongside Samantha Connell, Global Health Director, and Todd Hogue, Global Vice President, Indorama ventures.

Jeff Williams, CEO of JMJ and Prof. Diane Coyle of the Bennett Institute, University of Cambridge, discuss the purpose, methodology and findings of their recent research into corporate sustainability from a leadership and cultural standpoint.

How to create a sustainability culture.

Lozano adds her 20-years of culture transformation expertise to the JMJ team.

JMJ has a presence in nine countries worldwide.

A strengthened commitment to safety culture, and increased employee engagement created measurable results.

Four golden opportunities provided by implementing Incident and Injury-Free safety into the Front-End Engineering Design phase of a major capital project.

Recommended steps to improve performance and meet success criteria on time and on budget.

The Manage HR Magazine list is comprised of the best leadership development companies based on a rigorous, multi-layered process.

Practical advice for leaders navigating the challenges of inclusion and diversity in the virtual working world.

JMJ interviewed David Wilson, a leader in the energy industry about the impact a safe and productive culture has on workers' health and well-being.

Being inclusive can be difficult under any circumstances, it’s even harder when people aren’t in the same room, can’t read each other’s body language, are stressed and may not be communicating and leading as well as usual.

The ever-increasing complexity of today’s major capital projects requires a new era of project leaders. The complex, long term mega-project, requires leaders to focus on the desired outcome holistically.

JMJ's golden rules to avoid the pitfalls and become a master of the art of online communication.

JMJ announces the appointment of Ian Hedding as Chief Sales Officer.

JMJ Associates announces the appointment of Jeff Williams as Chief Executive Officer.

What one word costs nothing yet in its absence can cost us everything, and has the foundational power to transform the construction industry?

JMJ Master Consultant Gill Kernick, shares her insights about the narratives used to silence individuals meaning critical information is not used in making key decisions.

A report from the Bennett Institute for Public Policy captured the output of a workshop held in February 2020 which focused on why we find it difficult to learn from catastrophic events.

Michael Huvane, JMJ Master Consultant, and, Dana Davis, President of Teichert Materials, a US-based construction materials company explore the relationship between a strong culture of safety and operational effectiveness.

JMJ Master Consultant Gill Kernick writes about how the quality and impact of politicians’ responses to major incidents would improve by attending to the psychological contract with those impacted. The article was published by FIRE magazine, a UK Fire safety and prevention magazine. Gill lived on the 21st Floor of Grenfell Tower from 2011 to […]

Daewoo Shipbuilding and Marine Engineering's commitment to achieving extraordinary safety performance.

Article featured in Florida Transport Builder addresses how organizations can create human performance solutions that will keep people safe.

It's difficult to remain focused, positive and engaged when the rules are constantly changing but don't let disruption derail you.

Working with JMJ to make safety and quality core values delivered measurable results.

JMJ practices what is known as a check-in at the start of a meeting. This is the act of inviting another to share and to clear what’s on their mind, so that they might be present for the discussion.

Shifting to the intentional creates space for surprise and productivity.

Chevron Phillips teamed with JMJ to significantly change safety culture with incident and injury-free safety leadership.

JMJ Master Consultant Gill Kernick as she interviews Tamsin Lishman, Asset Director, Northumbrian Water. Lishman about how the organization has adapted to the 'new normal'.

Virtual working is the new normal and comes with a whole host of new challenges as we isolate and find ways to manage our lives.

These five principles provide a helpful game plan for you and your team to stay engaged and connected while working virtually.

As we become accustomed to new ways of operating in response to COVID-19, leaders must discover how to navigate this extended period of continuous disruption and rapid change.

Camille Ford, JMJ Managing Consultant, shares some of her personal and professional lessons learned during the COVID-19 pandemic.

How do we stay connected personally and professionally in a time of physical separation?

Sustained high performance is achieved by whole-hearted engagement, commitment to improvement, and demonstrated encouragement, reinforcement and empowerment of our people and teams.

If your company initiatives don’t work, or only partially succeed, your leadership approach may need to be overhauled to include the people most affected by organizational change.

JMJ leads customized safety success story for Tengiz Chevron Oil Future Growth Project, a major capital wellhead pressure management project.

The JGC Corporation built a new safety culture across its entire organization, positively impacting local and overseas projects.

A tailor-made approach from JMJ helped SPD achieve measurable safety results

This Australian energy company had never executed a project of this scale before. The challenges faced were significant and the project scope ambitious.

$2.8B major capital project completed safely, on schedule and on budget.

Engineering group Monadelphous adopted the Incident and Injury-Free™ (IIF™) safety approach while responsible for all critical utilities on a project in excess of 5,500 in a remote location.

A commitment to a safety culture delivered breakthrough results.

The project's sfinished on schedule, resulting in significant revenue savings for the client and all stakeholders in comparison to a number of similar-sized projects that suffered delays.

The IIF journey was implemented in three phases to create a thriving safety culture.

A strong commitment from leadership and contractors was instrumental to delivering world-class safety performance.

The company turned to JMJ to help meet its goal of reducing incidents and injuries by 50%

JMJ's High-Performance Projects™ approach, in partnership with the client, created excellent results.

The IIF engagement has created an award-winning safety culture within the organization.

JMJ's Incident and Injury-Free approach complimented existing policies and procedures to create a culture that embraces safety practices.

BP's leadership experienced a significant impact from the leadership development program they undertook with JMJ.