Faced with the impending retirement of 5 out of 6 C-Level Executives over the next 5 years, a leading Oil and Gas Company sought to put in place a systematic program to evaluate the potential and accelerate readiness of next tier talent. As a leading supplier of energy within the Greater China market, the business has experienced significant growth and expansion and has engaged in multiple joint ventures to expand its footprint within mainland China. To ensure a sense of continuity within the business, the organization strongly desired to identify successors from within the organization rather than bringing in Executive talent from the outside.

A critical first step in the initiative was to meet with key stakeholders within the organization to get a clear sense of the business strategy while also defining what C-Level Leadership success looks 5-10 years into the future.