EXECUTIVE LEADERSHIP PIPELINE:
Diversification & Expansion
Client
A multinational FTSE100 Energy Group
Sector
Power & Energy
Scope
Supporting the Group CEO to scope and pipeline a leadership team role to lead diversification and provide CEO succession
Location
Worldwide
The Context
The CEO of a FTSE100 Energy Group was reviewing the structure of the group’s executive team and considering the potential for a new executive leadership team role to lead the group’s diversification and expansion of energy assets.
This senior-level role was also a potential opportunity to hire and develop a leadership talent with the potential to be the CEO’s future successor.
The CEO and CHRO of the organisation had begun to consider a Chief Operating Officer role as the potential position that would provide leadership for this transformation, however wanted research to support their decision-making and provide a view from the external market.
The group had a strong cohort of leaders within its business, however, understood that a view from the external market would enable them to consider internal candidates against benchmarks from their sector and other relevant industries.
Our Solution
Parkhouse Bell designed a two-phase research programme to provide the client’s leadership with a clear understanding of the external market.
Phase 1 focused on exploring the role of COO within the client’s competitors and adjacent industries, whilst also exploring how these organisations have driven energy asset diversification and expansion from an organizational perspective. During this phase, Parkhouse Bell provided the client with an analysis of the role of COO within the external market, alongside organization charts and commentary to uncover the structure of energy asset development leadership teams.
The research concluded that, in the client’s sector, the role of COO was not abundant and furthermore, was disparate in terms of its responsibilities, with few commonalities between roles from one organization to another. The structure research identified that asset development within competitor organisations was being driven by Asset Development leaders, often under the guise of Asset aligned leadership roles.
Parkhouse Bell provided the client with a full research report, outlining the evidence-based findings and providing key recommendations for the client, which were also presented directly to the CEO and CHRO by the Parkhouse Bell team.
Having advised the Client to consider a Group Asset Development leadership role in Phase 1, Parkhouse Bell identified and confidentially engaged this senior-level talent pool in Phase 2. This ‘zoomed-in’ research concentrated on identifying key talent, understanding the availability of talent with multi-energy type experience and assessing the availability of diverse talent.
Parkhouse Bell’s research also analysed the key aspects of the roles and remits of this cohort and confidentially engaged this talent to understand career motivation factors and remuneration. To provide the client with short and medium term options, the research included two cohorts of talent; ‘ready now’ talent and ‘ready future’ talent.
Following Phase 2, Parkhouse Bell provided the client with an executive summary of findings, alongside key recommendations, which were again presented direct to the group CEO and CHRO.
The Outcome
The research supported the Group CEO and CHRO’s decision making with regard to the restructuring of the group executive team and the introduction of a Group Asset Development role to lead the group’s diversification and expansion of its energy assets.
The report supported board-level discussions with regard the group’s future planning and enabled the client to define the role and create a compelling ‘go-to-market’ proposition once it moved to approach the external talent pool.
Furthermore, Parkhouse Bell’s research also identified and showcased key external leadership talent whilst also confidentially pipelining the talent engaged to enable the client to move quickly and approach those open to a potentially move once ready to make a hire.
EXECUTIVE LEADERSHIP PIPELINE:
Diversification & Expansion
Client
A multinational FTSE100 Energy Group
Sector
Power & Energy
Scope
Supporting the Group CEO to scope and pipeline a leadership team role to lead diversification and provide CEO succession
Location
Worldwide
The Context
The CEO of a FTSE100 Energy Group was reviewing the structure of the group’s executive team and considering the potential for a new executive leadership team role to lead the group’s diversification and expansion of energy assets.
This senior-level role was also a potential opportunity to hire and develop a leadership talent with the potential to be the CEO’s future successor.
The CEO and CHRO of the organisation had begun to consider a Chief Operating Officer role as the potential position that would provide leadership for this transformation, however wanted research to support their decision-making and provide a view from the external market.
The group had a strong cohort of leaders within its business, however, understood that a view from the external market would enable them to consider internal candidates against benchmarks from their sector and other relevant industries.
Our Solution
Parkhouse Bell designed a two-phase research programme to provide the client’s leadership with a clear understanding of the external market.
Phase 1 focused on exploring the role of COO within the client’s competitors and adjacent industries, whilst also exploring how these organisations have driven energy asset diversification and expansion from an organizational perspective. During this phase, Parkhouse Bell provided the client with an analysis of the role of COO within the external market, alongside organization charts and commentary to uncover the structure of energy asset development leadership teams.
The research concluded that, in the client’s sector, the role of COO was not abundant and furthermore, was disparate in terms of its responsibilities, with few commonalities between roles from one organization to another. The structure research identified that asset development within competitor organisations was being driven by Asset Development leaders, often under the guise of Asset aligned leadership roles.
Parkhouse Bell provided the client with a full research report, outlining the evidence-based findings and providing key recommendations for the client, which were also presented directly to the CEO and CHRO by the Parkhouse Bell team.
Having advised the Client to consider a Group Asset Development leadership role in Phase 1, Parkhouse Bell identified and confidentially engaged this senior-level talent pool in Phase 2. This ‘zoomed-in’ research concentrated on identifying key talent, understanding the availability of talent with multi-energy type experience and assessing the availability of diverse talent.
Parkhouse Bell’s research also analysed the key aspects of the roles and remits of this cohort and confidentially engaged this talent to understand career motivation factors and remuneration. To provide the client with short and medium term options, the research included two cohorts of talent; ‘ready now’ talent and ‘ready future’ talent.
Following Phase 2, Parkhouse Bell provided the client with an executive summary of findings, alongside key recommendations, which were again presented direct to the group CEO and CHRO.
The Outcome
The research supported the Group CEO and CHRO’s decision making with regard to the restructuring of the group executive team and the introduction of a Group Asset Development role to lead the group’s diversification and expansion of its energy assets.
The report supported board-level discussions with regard the group’s future planning and enabled the client to define the role and create a compelling ‘go-to-market’ proposition once it moved to approach the external talent pool.
Furthermore, Parkhouse Bell’s research also identified and showcased key external leadership talent whilst also confidentially pipelining the talent engaged to enable the client to move quickly and approach those open to a potentially move once ready to make a hire.
