Building a strong pipeline of ExCo talent at a multinational insurance company

Challenge

Our client is an FTSE 100 multinational insurance company. Recently, a new CEO joined to lead a significant change agenda across the organization. The new focus became driving customer centricity, clarity, simplicity, and accountability. The change agenda aimed to streamline operations and the organizational structure to enable continued growth and sustainability into the future.

Our client wanted to define the culture needed to drive this strategy and create leaders who will help realize this cultural shift.

Solution

Assessment

• We designed an ExCo Profile of Success, benchmarking leadership excellence and defining a shared leadership and talent development framework. This profile specified their ideal leadership capabilities, attributes, and experience and served as a framework for assessing and recognizing high-potentials.
• Building on the profile and YSC’s JDI Model of Potential, the stakeholders selected internal candidates for business-critical roles and assessed their readiness to serve as executive leadership successors.
• We drew on our extensive external leadership benchmarks to provide stretching targets and set clear expectations for prospective succession candidates.
• The assessments provided insight into individual and broader-spectrum leadership development needs to prepare for succession.

Development

• Each candidate received personalized reports, development plans, and coaching. The process focused on each participant’s strengths, growth areas, and goals, motivating ownership and engagement.
• Executive leadership coaching advanced the participants’ skills and competencies needed to fulfil their roles effectively.
• Line managers and functional heads engaged in facilitated conversations with participants and coaches, fostering ongoing alignment, coordination, and support.