The origin
MOVES™ emerged from a recurring observation: leaders who navigate transitions well are not necessarily the most experienced. They are the ones who — consciously or not — attend simultaneously to five distinct dimensions. Those who struggle tend to have a blind spot in at least one of them.
This pattern held across industries, seniority levels, and transition types — first C-suite appointments, successions, career pivots, entrepreneurial returns. MOVES™ was built to name what was already happening and give leaders a shared language for the territory they are actually navigating.
The founding insight
“Transitions do not fail because leaders lack competence. They fail because leaders focus on some dimensions of the transition at the expense of others — and the gap between the two is where performance, energy, and identity erode.”
Research
Doctoral research
Bocconi University
Milan
MOVES™ is at the heart of ongoing doctoral research at Bocconi — examining how the five dimensions interact to predict transition outcomes across different organizational contexts.
Bocconi is one of Europe’s leading institutions for rigorous, applied management research — with particular strength in the cognitive and behavioral dimensions of leadership and organizational behavior. It is a natural home for a framework that sits at the intersection of strategy and psychology.
The doctoral work will provide the methodological rigor to test, refine, and delimit MOVES™ — turning a practice-based framework into one that can be held to empirical account. Most leadership models are never subjected to that discipline. This one will be.
About Bénédicte
Bénédicte Foucart built her career in senior executive roles at international groups, reaching Vice President International Marketing at 29. She later founded and grew a company of her own, distributed across fifteen countries, before closing that chapter to focus on what had become her most meaningful work: helping other leaders navigate the transitions she had lived firsthand.
Each of these chapters demanded something different. Corporate leadership taught her strategy, influence, and how to operate in complex matrix structures. Entrepreneurship gave her end-to-end ownership of outcomes. Board-level engagement in her family’s industrial group brought her into the heart of generational succession and governance transformation. None of it was linear, and none of it came with instructions.
Through Opale Conseil, she works with senior executives navigating significant transitions, and with leadership teams and boards on organizational change. Her coaching is direct and demanding. It draws on the same discipline she applied to every role she held.
Work with MOVES™
Let’s start with a conversation.