Succession planning is one of the most critical yet misunderstood elements of executive and organisational strategy. When done right, it ensures the future of leadership is secured long before change arrives. When neglected, it leaves businesses vulnerable to disruption, political infighting, and stalled growth.

This page pulls together foundational insights from mentoring conversations with boards, CEOs, senior HR leaders, and executive teams. We’ll explore how to approach succession planning as an act of foresight and strength, not fear. At the end of the page, you’ll find a complete list of articles related to succession planning.

What is Succession Planning?

Succession planning is the deliberate process of identifying, preparing, and supporting future leaders to take over key roles when the current leader exits, retires, or transitions. It’s not about replacing people — it’s about preserving capability, continuity, and momentum.

A robust succession strategy accounts for both predictable and unforeseen leadership changes. It also creates an ecosystem where emerging talent is visible, supported, and aligned with the strategic direction of the business.

The Strategic Purpose of Succession Planning

Done well, succession planning:

• Reduces leadership risk by having strong, proven internal talent ready for key transitions
• Sustains cultural integrity during leadership changeovers
• Signals stability to boards, investors, partners, and internal teams
• Drives intentional capability-building across business units

Succession planning is not only about preparing for an exit — it’s about building a system that multiplies leadership capacity across the organisation.

Common Gaps and Risks in Leadership Transitions

Many organisations either delay succession planning or rely on outdated, personality-based models of leadership selection. As a result, they face:

• Sudden or unplanned leadership gaps
• Lack of leadership diversity or innovation
• Politics over performance in promotions
• Undocumented strategic knowledge exiting the business

The cost of reactive succession is measurable in market confidence, talent retention, and internal morale. The most successful companies plan early and think generationally.

Lessons from Organisations That Get It Right

The best organisations treat succession as a strategic process, not an HR task. They:

• Start 3–5 years out with leadership shadowing and mentoring
• Build formal talent pipelines through live projects and performance reviews
• Use transparent, measurable criteria to evaluate readiness
• Ensure every high-performer has a development track, not just a promotion promise

Companies like IBM, NAB, and Atlassian have all received praise for their structured approach to talent development and role readiness.

How to Build a Succession Pipeline That Works

1. Identify Critical Roles – Which positions, if vacated, would threaten continuity?
2. Map Potential Successors – Who are the internal or external candidates, and what do they need to be ready?
3. Assess and Develop – Use mentoring, real-world assignments, and leadership diagnostics.
4. Embed Succession Thinking – Make leadership continuity part of every strategic planning cycle.
5. Document the Knowledge – Create operational handbooks and strategic playbooks for key roles.

Succession is a living process. It must be reviewed regularly and aligned with business evolution.

Best Books on Succession Strategy

• Leaders Eat Last by Simon Sinek
• The CEO Next Door by Elena L. Botelho and Kim R. Powell
• Succession: Mastering the Make-or-Break Process of Leadership Transition by Noel Tichy
• Built to Last by Jim Collins

Explore more Organisational Mentoring insights and mentoring strategies [HERE]