When you have thoroughly analyzed every aspect before investing—the technical, commercial, financial, and strategic dimensions—there remains one area shrouded in uncertainty: the human factor.

Without undermining the expertise you apply in evaluating companies, we wish to share our conviction: given comparable projects, it is the human factor that makes the difference. Your experience confirms this: ultimately, regardless of how promising a deal may seem, success or failure largely depends on the leader, the teams involved, and the human element. Yet, we often reiterate that human sciences are “soft sciences,” and the inherent complexity of human behavior transcends the confines of our spreadsheets, remaining elusive. Nevertheless, concluding that all efforts to rationalize are futile would be a mistake—one we hope you avoid. So, what more can be done to better characterize the human factor?

The Past Can Be Deceptive

In your work, you typically do not rely on luck. The stakes prohibit it. Chance has no place in your investments. Therefore, before concluding a deal, you will scrutinize the entrepreneur’s and their team’s backgrounds. Have they proven themselves? Perhaps. Likely. But such proof does not guarantee future success. It does not demonstrate their ability to carry the ambitions of your development plan, to write a new chapter in the company’s history, which will require different skills, behaviors, and management approaches. Past successes are not predictive of future results. Verifying past performance remains insufficient. One must also assess the potential of the leader and, more importantly, the team—specifically, their ability to adapt to unprecedented challenges.

Behaviors Can Be Misleading

You conduct numerous interviews with key team members before finalizing a deal or with each candidate before hiring a new leader. This is prudent. Your goal is not only to verify their past achievements but also to discern their capabilities for future challenges. You focus on observing behaviors, reactions, and demeanor—essentially, personality. Unfortunately, these interviews only reveal how individuals present themselves in an interview setting, their apparent personality. Therefore, the assistance of a professional and the use of dedicated tools are essential to assess the true personality—the entire spectrum of behaviors, attitudes, and motivations that constitute each individual’s uniqueness.

The Living Organization

An organization is alive and delicate. It is also an ecosystem where everything interacts with everything else. To make informed decisions, and before undertaking surgical operations, a systemic, multifactorial, and multidimensional analysis is recommended. One should not be satisfied with evaluating the leader and their immediate circle; examining each vital organ is insufficient. The overall health of the organization must be assessed—its vitality, functional cohesion, operational efficiency, and the smooth flow of all processes, including information transmission. The relevance of the organizational structure, the general mindset, and the adaptability of management to the team’s composition and the nature of your project must be evaluated. In essence, everything that will determine future performance. Like any other organism, a business is born, grows, is susceptible to illness, evolves, ages, and dies… it is alive! In its human dimension, nothing is fixed, final, or guaranteed. Constant vigilance is therefore required. A health check, no matter how satisfactory, must be renewed periodically—to detect potential pathologies, establish prescriptions, or when results are disappointing. In all cases, nothing is worse than a hasty diagnosis.

Our mission is to analyze the living while respecting its complexity, thereby illuminating your decisions and interventions… ultimately contributing to your results.