Leadership capability development and succession planning
Our Approach Phase 1: Strengthening leadership today
The Outcome Leadership workshops aligned the Leadership Team around clear roles, shared priorities and a consistent narrative, improving focus and performance. Time spent together in a trusted environment strengthened relationships and cohesion, helping leaders better value different perspectives and operate more effectively as a team. Clear succession and contingency plans are now in place, reducing leadership risk and supporting retention and development of high‑potential future leaders. This is underpinned by data enabling targeted, tailored leadership development at an organisational level. A new Governance Framework has enabled stronger collective decision‑making and delegation, replacing an unsustainable model where decisions sat with a small number of individuals. Project One value add Embedded approach, grounded in deep understanding of the business and its people Bespoke, experience‑led solutions tailored to an emerging industry, delivered as part of Elgin’s team. Focused on building leadership capability and cohesion to create a foundation for growth. The leadership team was aligned around a shared vision, clarified roles in achieving it, and equipped with practical tools to operate as a high‑performing, trusted team. Phase 2: Building leaders for tomorrow Established a structured succession and talent approach to support future scale. Leadership capability was assessed against future needs, high‑potential individuals were identified, and targeted development put in place to strengthen succession, motivation and long‑term leadership capacity. Phase 3: Enabling delivery through governance and operating model Designed the future‑state target operating model and governance framework to support effective decision‑making, risk management and investor readiness. Change management focused on shifting behaviours towards clear decision‑making in the room, supported by structured engagement, test‑and‑learn and phased adoption. The scale of ambition, pace of growth and depth of leadership talent combined to deliver a transformational change programme critical to Elgin’s long‑term future.
The Challenge Elgin was scaling rapidly, standing up new services and capabilities alongside an aggressive growth and BAU agenda, driving significant change across organisational structures, roles, processes and skills. The senior leadership team, while highly capable, was heavily operationally focused and increasingly siloed, creating a need to shift towards more strategic, integrated leadership as the organisation expanded. Gaps in leadership capability, succession and cohesion emerged as material delivery risks. This challenge was intensified by preparations for Private Equity investment, increasing the need for robust governance, risk management and clearly evidenced leadership maturity. Elgin are a family-founded leading international solar company, designing and delivering projects across Europe and further afield, in Ireland, the United Kingdom, Australia and Germany. They have a vision to be the leading solar company, powering the world to a sustainable future.
“Project One embedded seamlessly into our organisation, taking the time to get to know key members of our team. During the project, they supported us to grow our business and our talent, by imparting knowledge and new processes to transition from a team of 30 to 200.” CEO
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real change • real difference
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