We think that the days of long-term succession plans are over: it's no longer realistic to think in terms of, say, a five year succession plan - and it's no longer practical to think that talented people will wait around, biding their time in the organisation until a post comes up.…

To answer the question above, you need to start by asking yourself some other questions.   They may be the tough questions that you’re asked by your senior management team – that you wish you had the answers too by the spreadsheet and information you have is simply out of date and too difficult to keep fresh.…

In our last blog we looked at the challenge of deciding on who are the right people to include as successors in any succession plan - and how to identify them. Now we turn our focus to the impact that the changes in the talent market have had on succession planning.…

Succession planning should be straightforward. Surely it’s simply about assessing the needs of the business, based on the future strategy; identifying key roles and their requirements; matching these with the capabilities and potential of employees and then plugging any gaps with development programmes or tailored work experiences to prepare the right people accordingly?…

Questions asked by senior managers about succession risk and ultimately business risk are not always as simple, quick or straightforward to answer as you would think they would be.…