10
C-level executives interviewed
40+
first- and second-line managers in workshop
5
domains · 10 competencies · 4 levels
Context
A technology group that had grown through acquisitions had different management cultures under one roof. It needed a common base: a group leadership model saying what is expected of a leader, at every level.
The challenge
Building the model with management, not for management: starting from the group’s real challenges, involving the first lines and arriving at observable behaviours, differentiated by organisational level, that every company in the group could recognise as its own.
Quint’s approach
- Structured interviews with the group’s ten C-level executives to identify the challenges and competency domains of the leader of the future.
- A workshop with first- and second-line management to distil behaviours and capabilities from the challenges that emerged.
- Development of the model: domains, competencies, behavioural indicators by level.
- Validation with the management team and HR leadership.
What was done
- Ten structured C-level interviews.
- A dedicated workshop with more than forty first- and second-line managers.
- A leadership model on five domains and ten competencies.
- Three behavioural indicators per competency, differentiated across four organisational levels.
Deliverables
- Summary of the challenges and competency domains emerging from the interviews.
- Leadership model: 5 domains, 10 competencies.
- Behaviour dictionary: 3 indicators x 4 organisational levels.
- Model validated with the management team and HR leadership.
Results
- A new leadership model co-designed to lay the foundations of a shared group culture, starting from structured interviews with the ten C-level executives.
- More than forty first- and second-line managers involved in a dedicated workshop to distil the behaviours and capabilities of tomorrow’s leader.
- A model on five domains and ten competencies, with three behavioural indicators differentiated across four organisational levels, developed and validated with the management team and HR leadership.
Why Quint
A competency model is worth something if it is observable and if the organisation recognises it as its own. Quint brings the method, behavioural indicators by level, and builds it together with those who will use it.
Case study anonymised for confidentiality: sector, size and geography. Figures measured internally on the project.