A perspective on evolving leadership readiness informed by BTS-led research and dialogue.
Executive summary
Succession planning has come into sharp focus with fresh urgency for companies competing in today’s volatile environment, moving from a routine annual exercise lead by HR into a strategic business action reviewed more frequently and broadly to manage business risk and performance. Faced with mounting complexity, organisations are challenged to attract, retain and develop highly desired talent, building leadership pipelines that are agile, resilient, and aligned to shifting priorities.
Our most recent research conducted in partnership with our global client companies highlights 3 decisive shifts underway, from:
- Static, role-based promotions to dynamic, experience-driven development of successors.
- Succession planning as an HR and compliance routine to an active business process with executive accountability.
- Opaque criteria and processes to transparent leadership dialogues.
Yet, these shifts are themselves in a state of dynamic change driven by high-speed transformation happening in the external marketplace and subsequent corporate restructuring. Many organisations are experimenting with modern approaches but still face execution gaps, cultural friction, and a disconnect between intent and action. This paper synthesises insights from interviews with talent leaders and a live panel of industry experts to identify six emerging themes, practical trends, and implications for leaders seeking to future-proof succession.
