The result
“C-level executives initiated strategy work themselves — without being asked.”
After the assessment, the leadership team saw the gap between where the company was and where it needed to go. They built the company strategy themselves, together. We came in as facilitators after — because they asked us to.
Above
The assessment ran as a business simulation. Cases were built around the company's real context — industry, business model, where they were heading.
Participants worked in group formats, ran management 1-on-1s with a role actor, built individual plans. Dynamic. Engaging. Not a test. Not a form.
Below
Preparation starts one month before the day.
It begins with a 3–4 hour deep-dive with the CEO: business model, markets, KPIs, strategic priorities for the next 18 months. This shapes everything.
From that, a longlist of ~20 competencies is built using the Garret framework — 450 competencies across 5 clusters. The CEO selects 10. Kateryna writes all cases around those 10, built for this specific business.
Group business game · individual strategic case (25 pages: P&L, emails, org chart) · management 1-on-1 with a role actor · planning scenario · strategy pitch to a board. Every competency appears in at least two formats.
Kateryna is the sole assessor. She observes and records specific behavioral evidence — not impressions. After the day: individual reports for each participant, group report for the CEO.
Hudson Global Resources, Neumann Partners — C-suite selection, succession planning, international expansion. 200+ assessments across markets.
Availability
2 slots open before year-end.
Fully online · 1 day · 5–8 participants
kateryna.ostapchuk@katalinkglobal.com