A Dutch player in installation engineering, infrastructure and energy, operating through four divisions, was on the eve of a new growth phase. As a family business with a long history and a second-generation owner, there was a need for further professionalization, particularly in the areas of governance, role allocation and strategic direction.
Together we tightened the governance and division of roles within the Board of Directors, family and management. We brought structure and clarity to the new growth phase and assisted in shaping the strategic change of direction. By making ambitions and vision of the future concrete and translating them into clear frameworks for cooperation and decision-making, we created a better grip on mutual coordination between stakeholders.
The result is a sharp business focus model with distinctions in core activities, growth areas and new initiatives. In addition, an effective governance and consultation structure has been set up to ensure clear management and succession. With a clear succession plan towards the new Executive Board structure and a priority calendar for each board member, the organization is better equipped to steer both the short and long term in the right direction.
