Case Study 1
From Chief of Staff to CEO
Situation
A large, highly successful family-owned company with a CEO with a great deal of experience in the industry who is not a member of the family, and a chairman of the supervisory board who, as the grandson of the company's founder, is a major shareholder but has significantly less operational experience in the industry.
Mission
The top executive we accompany (then Chief of Staff) must manage the challenging balance between the ideas and approaches of these two key people. In this role, he is unable to discuss significant issues that concern him in shaping his role with other individuals on the Executive Committee or Supervisory Board. This is where an Executive Advisor comes in, to be a trusted partner for this top executive.
Approach
After a few face-to-face meetings, the decision is made to collect feedback from various key people about the top executive, his actions and his impact. Confidential conversations are organized, guided by a semi-structured set of questions, leaving room to set individual accents in the conversation. The confidential report of these interviews is discussed in order to determine focal points for further work, which takes place regularly in face-to-face or virtual meetings and is accompanied by our usual quality assurance. During this process, one of our Managing Partners speaks with the top executive about the impact of our work and provides detailed feedback to the Executive Advisor working on the mandate, which is incorporated into his work with the top Executive.
Impact
The top executive performs his assigned tasks effectively, despite significant pitfalls and demanding challenges. Two years later, following a change in the strategic direction of the company and the separation from the previous CEO, he is appointed as the new CEO by the Chairman of the Supervisory Board.
Case Study 2
New external CEO for global financial services firm
Situation
Global financial services firm opts for external CEO candidate from abroad. The new CEO is taking on a global CEO role for the first time and has never worked in the country of the financial services firm’s headquarters.
Mission
Preparation for 'First Time CEO' role as well as specifics of the organization and the culture and characteristics of the main location.
Approach
Discussion of 'BIG 6' issues for new CEOs (including local specifics / culture / legal specifics, strategy, top team, stakeholders, etc.). Development Plan 1-30-90-180 days, planning first board offsite / top team alignment.
Impact
Quick efficient onboarding into new role, accelerated top team alignment, timely personnel decisions, positive feedback on direction and energy of CEO and top team from all stakeholders, positive feedback from investor community.
Case Study 3
Human resources manager promoted to CHRO
Situation
In a global media group, one of the HR executives is promoted to the position of Chief Human Resources Officer. The 'Human Resources' department now becomes a separate board area.
Mission
Fast track into new global leadership role, defining duties and role as 'First Time ExCo Member/CHRO'.
Approach
Discussion of top topics for new ExCo members from role to team to HR strategy and HR IT/digitization. Preparation for first 6 months with action plan and milestones. Meeting and role discussion as 'ExCo member' and as 'supervisor' of previous peers; stakeholder management; defining mission, focus, basics and beacons.
Impact
Quick assessment of new role, efficiently and effectively developing HR centrally and globally, developing a powerful HR team.
