Company

A successful second-generation family company in manufacturing that makes components for the piloting of sea-going vessels. These components are used in the company’s own-brand products and in OEM brands.


Situation

With plans to leave the company in the coming years, the owner was keen to professionalise the organisation. He also wanted to develop an executive board that would enable the company to continue growing and guarantee its continuity. Themes at play included reviewing the strategy, determining the organisation’s future structure, establishing the most important strategic projects, and setting up a performance management structure. The owner’s son had joined the company a few years before, and it was important he had a relevant role that was appropriate for not only his competences but also the challenges facing the organisation.

Approach

Starting with the executive board, we identified the desired culture and behaviour for the company. Then we could determine the company’s new values (based partly on the family’s values). The next step was to decide which core competentces must be present in the organisation to help it grow in a constantly changing world. We looked at aspects such as innovation, professionalisation, commercial strength, the improvement of operational performance, and the development of talents. This led to an organisation structure for the future and the major strategic projects for the coming years.

Results

A new organisation structure has been formed, which highlights clearly the roles required at executive board level. This will serve as input for the selection process, which will involve recruiting a number of new management team members. The newly identified corporate values are being implemented, and a programme to make the organisation more professional and innovative has already started.