Subsidiary of a Fortune 100 Company

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After presentation to it of the conclusions of a footprint re-structuring analysis of this subsidiary, the BOD debated the capability of the current management to undertake the necessary steps inherent in this re-structuring. CEOACH consultants were asked to provide an opinion on key executives.  

Based on various restructuring scenarios and their associated two–year activity and organizational changes, CEOACH documented the relevant strengths and weaknesses of the executives and identified their specific coaching needs; for the most likely scenario, the key role of the CEO was discussed at length and the identified shortcomings of the incumbent led to a search for a replacement who could better assure the success of the reorganization based on the identified required capabilities

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