Readiness for senior
operating responsibility.

The decision the client needed to make

An established international business wanted an independent view of internal candidates entering a senior leadership development programme. The assessment needed to establish their readiness to carry defined operating responsibilities and maintain continuity when the senior leader was absent.

Clarify what the role required

We defined the responsibility being assessed, including how the candidates would use delegated authority, work across functions and countries, and maintain operating momentum. The client’s internal succession review remained part of its wider decision.

Observe judgement in practice

I designed and led the case-study assessment, challenge and decision-under-pressure work, alongside a senior HR specialist who led the structured behavioural interview.

Each candidate worked through the same unfamiliar commercial situation under the same conditions. The exercise required a decision with operational, commercial, people and stakeholder consequences. A further complication tested whether the candidate adapted while respecting the limits of their authority.

Both assessors recorded evidence and formed their ratings independently, then calibrated their judgements against the role. The interview and written reflection provided further evidence to examine alongside the observed behaviour.

A useful external view

The client received individual reports explaining current readiness, relevant strengths, risks and the specific support or development needed. The findings supported its succession review; appointment and programme decisions remained with the client.

Client identity and candidate information are withheld. This case describes the assessment delivered and the decision it supported; it does not claim a subsequent appointment or operating result.