Post merger - Gardening Retail Leader
Client
With ~5 B€ revenues and 15,000 employees, our client is the leading French agricultural cooperative group. As part of its strategy to develop in gardening retail activities, it acquired a 800 M€ gardening retail leader, owned by a renowned private quality, which 5 years before had been sold by its original founders. The acquisition was to be integrated with our client existing gardening retail business, of a similar size.
The issue
Following the acquisition, our client decided to reorganize the management team around a new corporate structure. Except the CEO and two COOs, the rest of the management team had to be defined. 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 acquiree (a private equity portfolio company) made the choice particularly sensitive.
Our role
Within a draft organizational blueprint, our client mandated us to:
- Assess a range of 25 internal – as well as some external – 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 15,000 employees, our client is the leading French agricultural cooperative group. As part of its strategy to develop in gardening retail activities, it acquired a 800 M€ gardening retail leader, owned by a renowned private quality, which 5 years before had been sold by its original founders. The acquisition was to be integrated with our client existing gardening retail business, of a similar size.
The issue
Following the acquisition, our client decided to reorganize the management team around a new corporate structure. Except the CEO and two COOs, the rest of the management team had to be defined. 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 acquiree (a private equity portfolio company) made the choice particularly sensitive.
Our role
Within a draft organizational blueprint, our client mandated us to:
- Assess a range of 25 internal – as well as some external – 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.