We merge art and science to make a significant impact on executive effectiveness and business outcomes for our clients
We merge art and science to make a significant impact on executive effectiveness and business outcomes for our clients
For 65 years, we have helped clients such as these drive success by assessing, aligning and developing senior leaders (click the logos for more info):
Often, a body of work can tell more about an organisation than any one particular instance. Such is the case of the relationship between RHR International and Reckitt Benckiser.
Reckitt Benckiser (RB) is a world leader in household, health and personal care. Three well executed acquisitions have played a major part in its successful expansion. Starting in 1999 with Benckiser's merger with Reckitt & Coleman, management turned to RHR International to define and execute its pre-acquisition management due diligence process. In that year, RHR assessed nearly 300 executives as part of the merger and restructuring that created the company in its modern form.
In 2005, RHR also delivered the management due diligence that brought Boots Healthcare International into the business and added new powerbrands to the portfolio. Again, in 2010 RHR consultants were asked to lead the assessment and integration of the manage- ment resources of SSL International into a further expanded RB.
Over a ten year span RHR International has established itself as a trusted advisor to RB. The company has an outstanding record of growth, increasing profitability and return on investment from 2000 to 2010. Since 2000, net revenues for the company have doubled and its market cap has quadrupled.
Today, RB is one of the fastest growing and most successful consumer goods companies in Europe. It is the global No 1 or No 2 in the majority of its fast-growing product categories. Its strong portfolio includes 19 global powerbrands which include: Finish, Lysol, Vanish, Woolite, Calgon, Airwick, Clearasil, Scholl and French’s.
Senior Vice President, Best Buy
When an $8 billion consumer products company sought to improve its cross-matrix business practices, it discovered that it also needed to develop its leadership talent. The HR organization, tasked with effective succession planning, asked RHR to create a development program for the company’s next generation of leaders. Management’s ability to identify high-potential people and find them crucial stretch assignments had been hampered by a siloed organizational structure. The Client needed a reliable and consistent process for looking across the company to find and develop its high potential talent.
Instituted a rigorous, data-based process for identifying high-potentials that is now applied through the middle management level.
Created a common language and metric for evaluating people that has enabled open discussion between senior leaders and builds consensus about who are the company’s next generation leaders.
Designed a development process that meets the special needs of high-potential employees and relevant, actionable, realistic development plans for each individual.
Program eventually included 200 of the Client’s executives across six continents, 36 countries and nine RHR offices.
David Kirchoff, President & CEO, Weight Watchers International
A global leader in food and facility management services found that the turnover rate for external hires in their executive ranks was over 25%. The expense created by a constant cycle of recruiting, training and replacing was proving costly, not to mention the loss in productivity while a stream of managers worked their way through the system. The company turned to RHR International to create a process which would facilitate the integration of executives into the corporate culture and improve the retention rate.
Over 25 executives have participated in the program to date with a 100% retention rate. The program continues to be supported by the CEO and is gaining increasing recognition throughout the company.
The program is considered to be a significant organizational change initiative since many managers and HR personnel now have a better understanding of the key success factors and derailers for new hires. Communication and dialogue around integration has increased and warning signs of retention risks are being highlighted and managed more quickly than they were in the past.
Douglas Reeves, Founder, The Leadership and Learning Center
A major Canadian Private Equity firm was considering the purchase of a large residential and commercial heating oil distributor. The plan was to enlarge operations through a number of acquisitions. The PE firm knew the management team was doing a good job of running the company at its current size, but didn’t know if it could handle the expansion. The PE firm asked RHR International to evaluate the capabilities of the target management leadership, make recommendations on how they could improve as individuals and a team, and identify organizational issues which might affect future profitability.
The RHR consultants’ report confirmed the team was strong and held untapped potential that would allow it to successfully handle the additional responsibility of the acquisitions.
The consultants advised the team how they would have to change their working style to deal with the growth and geographic distances of the expanded company.
RHR advised each individual on the team about their own professional development.
Based on the recommendations of the RHR consultant team, the PE firm went through with their investment. To date, the portfolio company has successfully worked through its first major acquisition and is currently working on a second that will see its business double again in size and extend its range into Alberta and B.C.
John Rowe, Chairman & CEO, Exelon Corporation
Michael Meriton, President & CEO, The Golden Source
Ajay Banga, President & CEO of Mastercard Worldwide
H. Gary Pannell, Attorney and Advisor to Boards
JONES, WALKER, WAECHTER, POITEVENT, CARRÈRE & DENÈGRE LLP
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