A successful family-owned business with a strong Benelux position was entering a pivotal phase in its development. While the company continued to grow and perform well, it was also facing a series of important transitions over the next three to five years: changes to the Board of Directors, succession to the chairmanship, the planned departure of the CEO, and the possibility of a wider group reorganisation.
The challenge was not simply to manage these changes one by one, but to prepare for them in a way that protected business momentum and strengthened the company’s ability to grow in its next phase.
The Executive Committee was regarded as capable and complementary, but the upcoming transition raised important questions. How stable and autonomous was the team likely to be in the future? Would it remain united after the CEO’s departure? How aligned were the Board and executive team on future priorities? And what would the company need from its next CEO?
To help answer these questions, MU carried out a structured analysis involving both the Board of Directors and the Executive Committee. The work combined MU TeamScan™, which assessed the Executive team’s collective functioning and dynamics, with in-depth individual interviews exploring perspectives on the company’s future, perceived strengths and risks, and expectations between governance and management.
This approach provided an objective view of the current leadership context and created a stronger basis for future decisions.
The process helped identify the Executive Committee’s key strengths, areas requiring attention, and the conditions needed for continued effectiveness through transition. It also clarified mutual expectations between the Board and the management team and brought greater transparency to the discussion about the company’s future leadership needs.
For the Board, the analysis offered a clearer understanding of the team’s capacity and of the leadership requirements that should shape the future CEO role. For the Executive Committee, it created an opportunity to express expectations of the Board and contribute to a constructive dialogue about collaboration going forward.
The work also supported the creation of an action plan to strengthen cooperation between governance and management.
The outcome was a clearer, more shared foundation for navigating leadership and governance transition.
With stronger alignment, a better understanding of future leadership requirements, and a more open basis for collaboration between the Board and executive team, the organisation was better equipped to prepare for its next chapter with confidence.
If your organisation is preparing for leadership transition or growth, learn more about our approach here: Leadership Development | Talent & Leadership Advisory - Mercuri Urval