Succession Planning & C-Level Search
Succession Planning & C-Level Search
Shaperion supports succession planning and C‑level search based on objective criteria and ensured cultural fit.
Through innovative assessments, structured succession planning and international candidate identification, we strengthen entrepreneurial capabilities and enhance the organisation’s future readiness.
Are you looking for entrepreneurial C‑level candidates who truly fit your culture?
We are here to support you: info@shaperion.com
FAQ - Frequently Asked Questions
How does Shaperion strengthen your succession planning?
Through objective reputation and competency analyses, cultural alignment, and a systematically integrated succession program, Shaperion builds a reliable and future‑ready succession pool for your critical leadership roles.
How does Shaperion ensure that a new CEO or C‑level executive is a cultural fit?
Shaperion ensures cultural fit by measuring and comparing values, leadership culture, decision‑making patterns and entrepreneurial competencies and aligning these insights with your organisation. We additionally assess the reputational robustness of each candidate and analyse how they are likely to operate, integrate and build trust within your existing system. This approach minimises risk and significantly increases the long‑term sustainability of the appointment
How does Shaperion reduce the risk of mis‑hires in key positions?
Shaperion reduces mis‑hire risks by objectively measuring entrepreneurial competencies, reputation and cultural fit, and aligning these insights precisely with the strategic requirements of your organisation. This significantly increases the effectiveness and long‑term sustainability of every leadership appointment.
Why is reputational risk so critical in transformation and separation situations?
Reputational risk is one of the most valuable assets to protect. Drawing on our extensive experience in socially responsible workforce restructuring at the world’s largest wealth manager in Switzerland — before, during and after the financial crisis — we have developed a highly attuned sensitivity to reputational risk at organisational, team and individual level.