The client, an international company involved in the manufacture of equipment used in the production and treatment of gas. They had recently purchased a company in Italy and were bringing them into their corporate structure. The client's Corporate Headquarters, located in France, wanted to install a new CEO. The three potential internal candidates, who were current directors claiming the CEO post for themselves, were deemed not up to the task.
- A former shareholder of the acquired company who was having difficulty integrating in an international group.
- The current CTO: strong expert in the business and with has excellent technical knowledge, but not able to manage a business
- The current Operations Manager, who had the same issues as the CTO; good technical skills but not a CEO candidate.
The competition among the three directors generated significant hostility and added to a poor work environment, with each of them explicitly not accepting the other two as future boss and CEO.
The incoming interim CEO would face some major challenges:
- The need to be recognized as the Italian CEO, fully representing the HQ, by the three current directors with the risk to lose them
- Maintain the same level of activity and key people retained
- After the acquisition, the Italian unit lost market share: need to gaining it back
- Re-orient and guide the development process