10+
C-level interviewed
40+
top managers in workshop
5
domains · 10 competencies · 4 levels
Context
A technology group that had grown through external lines and 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 organizational level, that every company in the group could recognize 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 the first management lines 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-line managers.
- A leadership model on five domains and ten competencies.
- Three behavioural indicators per competency, differentiated across four organizational 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 organizational 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.
- The first management lines, more than forty 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 organizational 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 organization recognizes it as its own. Quint brings the method, behavioural indicators by level, and builds it together with those who will use it.
Reference anonymized for confidentiality: sector, size and geography. Figures measured internally on the project.