§ IIICases
Typical engagements, unfolded.
Every case below is a constructed example illustrating how we work. They do not describe real clients, people or outcomes.
Situation
The owner wants to step back from day-to-day leadership and needs a successor able to work with a board for the first time.
Approach
- Joint role profile with owner and board chair
- Search across adjacent industries
- Case-based final interview with the board
The point: criteria agreed up front make it easier to choose across owner and board.Situation
Two teams with different processes must become one department without losing key people.
Approach
- Mapping roles and overlaps
- New role structure tested with team leads
- Communication plan for employees
The point: clear roles before new titles reduce uncertainty.Situation
An organisation discovers that several critical roles depend on a single person’s knowledge.
Approach
- Risk assessment per role
- Development plans for internal candidates
- Six-monthly leadership review
The point: a simple, maintained plan beats a comprehensive document nobody opens.