CEO-succession

Typical client situations

► New owners

► CEO is retiring within 1-3 years

► Board wants to minimise risks, be prepared, get an objective overview and grow internal candidates

► Board wants a new CEO with a different set of capabilities

► CEO has resigned

Our Approach

The selection of a CEO is amongst the most crucial decisions any board can make. It has a direct, immediate and significant impact on the organisation’s strategy, performance, reputation and shareholder value. Whilst most companies understand the importance, it is surprising how often CEO and senior leadership succession processes are left to the last minute and fail to deliver on the expectations of stakeholders. Our approach links succession processes with the organisation’s future success. We provide a framework in which the board and other possible key stakeholders experience a transparent and qualitative process and become closely involved in our structured and meticulous method of identifying and developing successors who will take the organisation to the next level.

Additionally, we carry out assessments of shortlisted external candidates, to show any ‘clear water’ between them and internal candidates. We then provide support to the board in selecting the final candidate.

It is crucial, that the CEO succession process leaves the organisation, and the leaders involved, engaged and inspired. Each leader should be left feeling the experience of the assessment was objective, personal yet professional, of high quality and of integrity. When the new CEO is appointed, one of our success criteria is that other assessed leaders see the conclusion as a natural outcome based on a fair and solid process.