We provide our best advice, technical criterion and our objective, professional and independent opinion when identifying and assessing the existing talent and the potential available at the organisation.


Leadership & Talent Assessment

Diagnosis of the organisational alignment with the business strategy

Reward systems (performance, remuneration and promotion)

Organisational culture

Assistance to executives in their development and to improve their leadership

The business context forces organisations to sometimes be very efficient, very flexible or even very fast and be able to combine different business models at the same time. However, many times decisions have to be made which compromise some of those features since, with the aim of pursuing everything at the same time, many organisations are slow, have a lot of red tape and are expensive. The main senior management concern which appears in numerous studies on people management relates to the organisational design, which has stood the test of time many times.

What do we provide?

Leaderland provides an in-depth and systematic approach to the organisational alignment with the strategy and business context. Based on an organisational redesign, we provide coherent development of the main talent management systems, especially related to performance and remuneration. We do this by taking into account the time-tested techniques and methods while also considering the organisation’s business and time context.

What do we believe in?

  • At Leaderland, we believe that Porter’s model aimed at searching for lasting competitive advantages does not provide a sufficient solution to the current challenges; at present, it is more important to understand how the organisation excels and what features it should focus on. This will force it to break the value chain into pieces and carefully choose what features it should focus on, selecting the most appropriate organisational architecture for its core activity.
  • We believe in simplicity. The more complex the value chain undertaken by an organisation, the more complex and the more difficult it will be to coordinate this. A very simple indicator of the complex nature is the time devoted to internal meetings compared with the time devoted to clients. Nowadays, organisations want to be efficient, innovative, flexible and fast at the same time. As an organisational concept, some of those features have to be chosen over the others and this will depend on the context. Pursuing excellence in everything tends to create expensive, bureaucratic and slow organisations which are always surprised by the competition.
  • We believe that the people management policies and systems have an enormous influence on people’s commitment and should meet the expectations created upon hiring. Many commitments are broken over time and expectations are not met as a result of applying decontextualised, and sometimes bureaucratic, systems.
  • We believe that the new millennial generation will be a challenge to most companies’ policies and systems. Nevertheless, they should not be changed based only on that reality; they should be addressed within the context of the business and organisational strategy.
  • We believe that an organisation’s culture is the result of its set-up and systems (how performance is measured, how variables are rewarded, who is promoted, etc.) and of the performance of its managers at all levels. Therefore, sometimes the organisation and the managers’ performance need to be changed in order to change the culture.



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