Consulting
Much is in motion within the triangle of cooperation between owners, supervisory boards, and executive boards.
Selecting the right management is becoming increasingly complex.
Typically, supervisory boards engage with topics such as corporate strategy, investment projects, finance and turnover, liquidity and risk management. However, people, culture and governance topics have also become increasingly important for modern-day companies.
In recent times, there has been a significant shift in how an organization’s workforce is perceived; from the bystanders of business leadership to becoming the company’s central focus.
We support owners, supervisory boards, and executive boards in fulfilling their shared responsibility for business success—specifically in the areas of People, Culture, and Governance—with insight and expertise.
Control processes for board appointments
Decisions relating to the composition of the management board are directly relevant to the success of the company.
We support the supervisory board and business-owners in the design and implementation of transparent appointment processes. This, in turn, creates the basis for well-founded decisions and reduces the risk of unsatisfactory appointments.
Succession Planning
Effective succession planning goes beyond names—it focuses on competence portfolios and team strengths.
We structure the succession process for strategically critical roles in close collaboration with the supervisory board.
We support supervisory boards in clearly defining their responsibility for this process, implementing it systematically, and embedding it in the organization’s specific context.
Assessing Leadership Competencies. Recognizing Potential.
The success of an appointment depends on whether a candidate can apply their strengths effectively in the specific leadership role.
We help you assess (leadership) competencies accurately and transparently—using scientifically validated methods. This enables realistic evaluations of development potential and well-founded decisions.
We provide the foundation for decision-makers to form a clear, evidence-based view of candidates—ensuring future-proof appointments.
Supervisory Board Self-Evaluation
The self-evaluation of supervisory board activities has established itself as a key instrument of good corporate governance. It goes beyond merely assessing compliance with regulatory requirements and enables a fact-based, systematic, and forward-looking development of the supervisory board.
We support the supervisory board in turning its self-evaluation into a valuable asset for effective collaboration within the board and in fostering its continuous development.