Capturing forty years of judgement before it retired.
A third-generation family conglomerate faced a leadership transition with decades of undocumented operating knowledge. We built a governance cockpit and knowledge capture programme across seven operating companies.
The situation on arrival.
Seven operating companies across four sectors, each with independent reporting, and a founding generation approaching retirement.
Group-level decisions were being made on quarterly PDFs that were out of date by the time they were read.
How we structured the work.
We deliberately started with governance rather than technology. Until the family council agreed what 'performance' meant across very different businesses, no dashboard would be trusted.
We spent the first phase on definitions and only then built the system.
The technology was straightforward. Agreeing what a good quarter meant across seven very different businesses was the hard part.
Systems now in production.
- A group governance cockpit consolidating seven reporting systems.
- A structured knowledge capture programme interviewing senior operators.
- A next-generation onboarding curriculum.
- A group-wide cost visibility layer.
What changed for the client.
First unified group-level performance view in the conglomerate's history.
Leadership transition proceeded on schedule with documented handover across all seven entities.
Considering a similar programme?
We take on a limited number of engagements each quarter. If the shape of this work is familiar, we should talk.
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