Succession Planning

In March 2022, LCap was engaged by a leading vacant property services business to help assess the current leadership structure of the organisation and plan the CEO succession post acquisition by a European Investor. The portfolio company had multiple members of the senior leadership team which intended to change their current role which we needed to factor into our analysis.

By: Sam R

16/10/2017

2 minutes


In March 2022, LCap was engaged by a leading vacant property services business to help assess the current leadership structure of the organisation and plan the CEO succession post acquisition by a European Investor. The portfolio company had multiple members of the senior leadership team which intended to change their current role which we needed to factor into our analysis.

The key questions the client was looking to answer included:

How can we prevent this phase of leadership change from harming the businesses future growth potential?

  • What type of organisational structure should the senior leadership team adapt to ensure the success of the asset post CEO succession.

  • How capable are the incumbent members of the senior leadership team today in performing towards the business's value creation plan

  • What experience and balance does the ideal CEO successor bring to the incumbent senior leadership team.

  • What is optimal leadership structure given the multiple shifts within the leadership team?

  • What steps in the organisation’s leadership change would provide the greatest benefit to ensure continuity of leadership as well as high performance on their value creation plan?

In order to properly evaluate the existing set up, LCap undertook a 2 week Leadership Dynamics project with the leadership team in order to understand fully the structure, experience and behavioural fit of the incumbent team.

This process involved engagement with senior stakeholders to define the value creation plan, benchmarking of the organisation against a set of peers, and psychometric PACE profiling of key team members. At the end of the 2 week process, a full Leadership Dynamics technical report on the team was delivered.

An Optimisation report was developed which seeks to maximise the value of a hires impact while also prioritising changes that could be substantively achieved, acknowledging that there is a finite capacity for leadership change within any organisation.

The key recommendations included:

  1. Appoint an CEO successor

  2. Appoint a HR Director

  3. Appoint a Head of Procurement

  4. Rationalise the Leadership Function

  5. 5.Appoint a CTO

This clear route to optimisation for the leadership team intends to provide them with the structure which provides the highest propensity to succeed in their private equity journey.

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