Situation: The board of a services business commissioned an assessment of its leadership team and operating model. Its strategy required the leadership team to deliver work it had not delivered before. We did the work as specialist delivery partner to an executive search firm, under a confidential client agreement.
Intervention: Belbin profiling with Observer Assessments for each leader, and confidential interviews. Interviews are recorded with consent and transcribed, with AI tools used for the transcript. Stephen does the synthesis and makes every judgement himself. A gap analysis against the operating model the strategy required, and remuneration banding from a specialist partner firm. The operating model strand covered strategy and direction, organisation and talent, commercial process, marketing, and intellectual property and risk, including a review of how decisions were actually made.
Outcome: The work surfaced two splits in the team, between believers and unbelievers on the strategy and between self-promoters and leaders who serve. The executive went into its next planning cycle with a sequenced plan of role changes, redesigns and additions, and a sequenced operating model agenda. The remuneration committee had a position it could act on.
Full case on the Leadership Team Effectiveness and Operating Model Transformation pages.