Background
Expecting strong growth in the years to come, the top management of an
international corporation decided to subject the management crews of
all subsidiaries in all countries to a well-defined review. The review
was to include a diagnosis of potential focused on development and
resulting in development measures. The objective was to make sure to
have the right person in the right place.
Approach
Under direct control by the corporation, an intercontinental process
was used to prepare the project in co-operation with local CEOs and
implement it in a decentralised manner. In order to adapt the procedure
to the different cultures and languages, the process devised in
Switzerland was adjusted and implemented in co-operation with local
specialists in the different countries. Although the company’s
corporate language was English, assessment of potential was carried out
in the national languages.
Assessment results were presented in written reports and discussed with
the executives involved and the country managers. General analyses and
evaluation reports were submitted to the corporate management. The
whole process was focused on developing individuals in general and
finding the right place for them within the organisation, matching
their skills, in particular. This process turned out to be a
significant success factor especially in those countries where it was
implemented consistently and in a sustainable manner.
Results
The objectives of this demanding project were achieved without
reservation. Thanks to cultural adaptation, the assessment and
interviews in the different countries were completed very smoothly.
Development measures derived from the results of the process were
implemented locally, and the corporation’s build-up was pushed ahead
actively an in a sustainable manner, paving the way for important
decisions for the future.
Customer Benefit
The results of the process and the development measures provided
effective international support to a strong management team in its
quest to achieve the growth targets. Today, four years following the
project, the growth path has not come to its end yet and most of the
persons involved are still on board.
