Strengthening accountability and efficiency
CONTEXT
A private equity firm bought a €600M industrial company lacking commercial savvy and operational efficiency in some areas.
APPROACH
The 3Ds: Diagnose, Design and Deliver
Through initial discussions with the PE firm and the company’s CEO, we collected information such as strategic plans and organisation charts then identified points for attention and issues. Based on this we made preliminary assumptions and conducted deep structured interviews with the top management worldwide (~50 people). We looked into external benchmarks in parallel.
With all the information gathered, we proposed two organisational options, each assessed against a limited number of criteria (such as efficiency, customer orientation, results focus) and a governance body with a clear agenda.
OUTCOME
One of the two options has been chosen and implemented with a clear focus on simplification and people accountability.
A couple of new managers have joined the company and helped to reinforce the change; this was an opportunity for the CEO to bring in some fresh thinking and add it to the existing team’s capabilities.
CONTEXT
A single family office needed to take stock of progress made to date, validate their vision for 2025, and recommit key family members to the vision.
APPROACH
- Detailed interviews and psychometrics with each family member to understand their style, experience, capabilities and personal aspirations
- Private retreat in a secluded resort in Bali to facilitate three days of one-to-one sharing, feedback sessions, reflection and brainstorming
- Alignment around key projects and key governance processes
OUTCOME
The project gave a clear sense of direction to the family members including:
- A strong sense of individual and collective ownership and (re) commitment to the family vision and mission
- A renewed appreciation for each family member’s strengths, vulnerabilities, and personal aspirations
- A clear delineation of projects (organisational and otherwise) that must be tackled to achieve the family’s vision for 2025
- A follow up plan to progressively include non-family professionals and secure their commitment to the vision
CONTEXT
A listed insurance company, addressing broad change management activity, wanted to increase awareness of its organisation and strengthen its internal succession pipeline.
APPROACH
- Identification of key positions to be reviewed for succession planning purposes
- Assessment interviews with incumbents of each key position and potential successors
- Preparation of a risk management dashboard
- Analysis of the pipeline, to assess the mix of competencies and experience and readiness to cover the role
OUTCOME
- An overview of the succession risk to have key positions vacant and a related recovery plan
- Deep analysis of the potential and experience of the executives and the firm’s internal pipeline
- Individual development plans as a tool to support next generation leaders for key roles
CONTEXT
A leading European private equity firm had just acquired a mid-size consumer goods company with operations in Benelux and the UK. We were mandated to assess the 30 top executives of the acquired group and design individual development plans.
APPROACH
We put together a team of four senior consultants with expertise in consumer goods within these regions and used a combination of in-depth interviews, focusing on competencies deemed critical by our client, and selected psychometrics. All executives were assessed and debriefed in just a few weeks.
OUTCOME
We provided a clear picture of executives’ key areas of strength and weakness, leading to some reshuffling of the senior management team, as well as concrete recommendations for people to realise their full development potential. Additionally we suggested ways to simplify the organisational structure, clarify roles and responsibilities and improve corporate governance.
Context
A global consultancy needed to expand its operations in Asia and was looking for two senior advisors to guide the establishment of their Singapore hub.
approach
We developed a list of around 20 potential candidates who could demonstrate the domain expertise and seniority required by our client.
outcome
Our client appointed two senior advisors: the recently retired CEO of one of the largest Singapore-listed corporations, and the former head of investment banking for Southeast Asia at a global investment bank.