It started life as a one-man band 15 years ago, but now the Aitchison and Colegrave Group conducts more business than any other privately owned independent financial adviser in Scotland.

The firm was founded in 1983 by managing director Brian Aitchison on his own. By the late eighties, two other directors - Douglas Barr and David Noblett - had joined the company.

Based at Park Circus in Glasgow's West End, it has regional offices in London, Edinburgh and Aberdeen, employs 50 people and is the largest privately-owned firm of its type in Scotland.

The group provides a total financial planning and asset management service covering: investment advice, pension planning and services, tax consultancy, retirement and executive financial counselling and inheritance tax and estate planning. It also offers a range of in-house services for companies and a Professional Advisers Division for accountants and solicitors.

Training and development have always been a priority. In 1994, Aitchison and Colegrave embarked on a ''Management for Change'' programme to prepare its staff for the growing demands of the financial sector. ''We recognised our business was continually growing and changing,'' said Barr. ''After an initial audit, we decided to implement changes which were closely linked to our longer term business objectives.

''The focus of our training was too narrow - it had centred on our sales and consultancy teams and didn't address other members of staff. It was also very technical and concentrated into specific areas such as sales technique. It was clear it needed tighter control in planning, monitoring and evaluation.''

In early 1996, Aitchison and Colegrave committed to IIP. The GDA estimated that the company had 75% of the criteria needed to achieve accreditation. Interviews with 15 members of staff confirmed they were aware of the company's commitment to their development, and that they understood its business objectives.

Directors weren't exempt from assessment. It established that all three also understood the links between business and training. External and in-house training was already in place, and all staff attended annual corporate presentation days to discuss company goals, reinforced during monthly, quarterly and performance review meetings.

Nevertheless, in order to meet its Management for Change and IIP targets, company communications and recruitment processes needed some fine-tuning.

''When your company is put under the microscope, you find things wanting,'' said Barr. ''The process was a challenge to our complacency. We discovered things we didn't like - but it was an important process.

''For successful implementation of IIP staff at all levels needed to be totally committed - they had to support and understand the relevance of accreditation.''

The company did not have to find its way through the process alone. GDA provided guidance and assistance - it helped devise action plans and suggested appropriate procedures for implementing change. Advisers also participated in in-house meetings to explain the benefits of IIP to staff.

Eighteen months and a lot of hard work later, Aitchison and Colegrave achieved formal IIP accreditation - the first IFA in Scotland to do so. ''It has given us the added focus we needed to enhance the client service we provide,'' said Barr.

The company's recruitment procedures are more efficient, releasing time and resources to focus on other areas, and more closely evaluated. Barr believes going through the IIP process has had a positive effect on staff.

''Communication has improved,'' he said. Everyone knows exactly where they fit into the big picture. They are all proud of achieving the award.

''Levels of job satisfaction have increased because staff can now see a structured programme of personal development.''

Staff initiative has also improved - employees' suggestions for improvements in evaluating new business will be implemented.

Accreditation has also been well received by clients. Results of three customer surveys since accreditation indicate an improvement in customer satisfaction.

''IIP status shows we're serious about delivering a quality service,'' said Barr. ''Without the staff to provide this, we are just one of a batch - and we have always considered ourselves the best IFA in Scotland.''

It's a position the company plans to maintain. Barr regularly attends IIP Network meetings to exchange his experiences with other businesses. ''I've found the principles are the same for all the companies,'' he said. ''The standards aren't easy to attain, but everyone has found that this is the best vehicle to improve your employees and your service.''

He is conducting another audit of company systems to ensure continued improvment.

''The power of IIP lies in the fact that it supports vital company change programmes. By itself, it cannot solve all business problems, but if company keeps revisiting its principles to achieve its corporate goals, it really helps,'' said Barr.