Rethink and deploy the framework within which the company's activities are managed
How and why the group's head creates value: a unique experience at the interface between headquarters and operational units, in groups of very different sizes and natures — listed conglomerates, family-owned mid-sized companies, private equity fund holdings, public institutions, etc.
Unlock value that operational units cannot create on their own. Without cross-functional bureaucracy, without counterproductive micromanagement.
Create and sustain the management model and define the scope of responsibility for the various stakeholders:
What is the corporate's role? What is the CEO's management style? What are the "parenting advantages"? How can they be implemented?
What is the nature of the business units (product type, market segments, brands, geographic areas?), What degree of subsidiarity? How are they managed?
Two questions to clarify the elements of managerial governance
Our experience in group management has taught us that dysfunctions in group executive and steering committees almost always stem from the same source: a lack of clarity regarding roles, processes, or expectations, and a misalignment of practices with the pursued strategy. We intervene to resolve them.
What value creation levers for headquarters?
Identifying, selecting, and implementing value creation levers from headquarters for operational units.
Our experience suggests 5 key levers that can be activated or not, depending on the company's strategy, its culture, and the style of the CEO and shareholders:
Leverage the group's size (finance, human resources, tax)
Improve entity management and knowledge sharing
Implement synergies (sales, purchasing, support functions)
Innovate, combine the expertise of entities to create new offerings and processes
Anticipate, prepare for, and manage major changes
What management model to achieve this?
The definition and implementation of the resulting management model.
The management model helps guide the relationships between the corporate leadership (or group) and all business units, departments, operational divisions, and functions, in line with a shared strategic narrative. Our experience leads us to identify 6 key areas within a management model.
The management style
The role of the center
The organizational structure
Key decision-making processes and bodies
The performance management cycle
The resulting profiles for key executives
Defining and implementing a portfolio strategy for a world leader in boating
Strategic review of the brand portfolio, industrial organization, and distribution channels, acting as a direct interface between Executive Management and shareholders.
Clarifying the role of a global beauty leader's parent company
Redefinition of the managerial governance model and leading the resulting legal, organizational, and behavioral transformation.
