Post merger - European Poultry Leader
Client
With ~5 B€ revenues and 12,000 employees, our client is a leading French agricultural cooperative group. As part of its strategy to develop in poultry business, it acquired a 300 M€ European poultry leader, which had just been through a severe restructuring process, during which the founding family had to let go its controlling stake. The acquisition was to be integrated with our client existing poultry business, of a similar size.
The issue
Following the acquisition, our client decided to reorganize the management team around a new corporate structure. Both CEO were leaving and a new CEO had just been appointed from inside. Several leaders – from both origins – were possible candidates for each position in the management team. The considerable culture gap between the acquirer (a large cooperative group) and acquire (a family owned company) made the choice particularly sensitive.
Our role
Within a draft organizational blueprint, our client mandated us to:
- Assess a range of 25 internal candidates for key appointments in the management team as well as a certain number of key second line positions, in order to make the most appropriate organizational choices in a way that best leverages the candidate’s competencies, potential and motivation.
- Assist him in designing the final organization in a way that best leverages its future leaders competencies and motivation as well as providing them an opportunity to actively participate in this final blueprint,
- To design with each participant a consistent personal leadership development plan, in order to make the project positive for all participants, irrespective of their future role in the new organization.
With ~5 B€ revenues and 12,000 employees, our client is a leading French agricultural cooperative group. As part of its strategy to develop in poultry business, it acquired a 300 M€ European poultry leader, which had just been through a severe restructuring process, during which the founding family had to let go its controlling stake. The acquisition was to be integrated with our client existing poultry business, of a similar size.
The issue
Following the acquisition, our client decided to reorganize the management team around a new corporate structure. Both CEO were leaving and a new CEO had just been appointed from inside. Several leaders – from both origins – were possible candidates for each position in the management team. The considerable culture gap between the acquirer (a large cooperative group) and acquire (a family owned company) made the choice particularly sensitive.
Our role
Within a draft organizational blueprint, our client mandated us to:
- Assess a range of 25 internal candidates for key appointments in the management team as well as a certain number of key second line positions, in order to make the most appropriate organizational choices in a way that best leverages the candidate’s competencies, potential and motivation.
- Assist him in designing the final organization in a way that best leverages its future leaders competencies and motivation as well as providing them an opportunity to actively participate in this final blueprint,
- To design with each participant a consistent personal leadership development plan, in order to make the project positive for all participants, irrespective of their future role in the new organization.