We Advise Comprehensively

We design clear processes for executive and supervisory boards to ensure the sustainable success of your governance bodies. With targeted succession planning and well-founded competency assessment, we secure the best appointments. Our self-evaluation approach strengthens the supervisory board and fosters effective collaboration within the committee.

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People, culture and governance are the main focuses of today.

Steering Appointment Processes for Executive Boards

The core tasks of the supervisory board are the selection and appointment of the members of the management board and creating regulations for their remuneration. Appointments to the management board are usually planned in.

In such situations, key questions include:

Who will be capable?
Who fits the team?
Can I find the person within the company?
Do I need to recruit externally?
Who should we invest in?
Who will develop quickly and perform?
How much time do we have for the process?

Every new appointment is an opportunity to reflect on what the business unit, the company, and the team need now and in the future.

We Provide Structure

We design the selection process alongside the supervisory board and establish clear parameters. These include competency profiles for the desired board members, roles of the individuals to be involved, target areas for the search and decision on involving executive search consultants. Additionally, criteria and methods for assessing professional and personal suitability must be defined before starting the appointment process. This provides security in all process steps, forms the basis for a high-quality and transparent decision by the supervisory board, and saves time and money.

We place particular emphasis on ensuring that the entire process aligns with corporate values and strategy. Thanks to the clear structure of our process, the risk of unsuitable appointments can be significantly reduced.

Diverse teams work more innovatively and effectively.

Systemic Succession Planning for Executive Boards

Succession planning for the executive board is one of the core responsibilities of the supervisory board and serves as a key management tool to ensure stability, continuity, and strategic capability.

We support our clients in clearly defining responsibilities for this process, implementing it systematically, and anchoring it in a way that fits the organization.

Our Approach

Together with the supervisory board and the current executive board, we assess whether and how systematically succession planning is already being carried out, especially for top and middle management levels. We assist in setting up appropriate committees (e.g., nomination or personnel committees) and in building their expertise in the area of People & Culture. Using our models, both planned and unplanned changes in executive positions can be anticipated and planned across various scenarios. Succession planning is not about finding “the one and only” — it’s about developing a team with the right competencies.

Establishing a structured succession process for the executive board and strategically relevant key positions
Competency-based requirement profiles aligned closely with corporate strategy and culture
Methodical support for identifying and developing talent from the middle management level
Preparation and facilitation of nomination and validation conferences
Consulting on confidentiality, communication, and governance aspects throughout the process

People · Culture · Governance as new strategic fields.

Analytical Assessment of Leadership Competencies. Identifying Potential

We often observe that selection procedures for experts and middle management are conducted with significantly more care and thoroughness. However, the higher the management level, the more likely it is that decisions rely on seemingly “safe” criteria, while in-depth and differentiated analysis is often lacking.

Supervisory boards in particular tend to base their decisions on:

Leadership competencies, cultural and team fit, and alignment with current challenges are too often not considered. As a result, the average tenure in executive board positions is only three to six years.

How We Support

We accompany you throughout the entire selection process — from written applications to successful contract negotiations.

Each step requires the right method. Whether document analysis, structured interviews, hearings, or scientifically validated questionnaires — each tool contributes something specific. When used correctly, they strengthen individual phases of the process and provide reliable insights into suitability and development potential.

Our moderated hearings create clarity. Decision-makers gain a well-founded understanding of candidates. We ensure transparent, audit-proof documentation of the process as a foundation for sound and sustainable decisions.

What We Assess

The interview is by far the most commonly used tool. However, in its unstructured form, it has low validity — especially because outcomes depend heavily on who conducts the interview (keyword: perception bias).

The most reliable approach is a combination of several methods, such as structured interviews, psychological assessments, or work samples. High-quality management diagnostics and professional leadership assessments always use at least two to three methods to gain a well-founded and differentiated view of non-technical competencies.

In this complex process, we support you in the following areas:

360-degree requirement profile: Development of a robust requirements and competency profile through conversations with all relevant stakeholders
Process architecture: Definition of process steps and creation of a realistic timeline
Role Clarification: Assignment of tasks and responsibilities for all involved — from HR consultants to the nomination committee
Method Selection: Choosing appropriate tools for each process step — from document analysis to hearings
Hearing Moderation: Structured preparation and professional facilitation of decision-making sessions
Documentation: Audit-proof and transparent recording of the entire selection process

The supervisory board: serving as a competent and informed sparring partner to attain the ’next level‘.

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 Create Transparency

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. This tailored process can be standardized or customized – using modern tools and innovative methods*, structured personal interviews, and facilitated workshops.

Clear performance indicators lead to clear results and recommendations for the future development of the supervisory board.

Identifying and articulating both the strengths and obstacles to effective, forward-looking board work
Creating a shared information base to enable insightful discussions within the supervisory board
Sharpening the understanding of roles and the board's self-perception
Developing competencies to address current challenges
Reflecting on the board’s working methods, discussion culture, and individual member interactions
Highlighting collaboration and information flow between the supervisory board, the executive board, investors, and other stakeholders
Supporting the board in assessing its practices through best practice and benchmark comparisons
Identifying areas for improvement and deriving actionable, practical recommendations
Establishing a systematic process for the sustainable advancement of supervisory board activities

*developed by ECBE (European Center for Board Effectiveness). More details: ecbe.com

BoardConsulting

We Advise Compre­hensively