Strategic Executive Succession Planning

 Strategy Review

Key Business Issues: Present & Future

Executive Succession Practices Review

Recommendations

 Executive Consultation LLC brings the capability to (1) review strategy; (2) derive key business issues; (3) identify which executive succession planning and talent management practices support the business objectives (and which do not); and (4) generate alternatives.

Many clients request a review of the succession planning and talent management practices in the context of their business strategy.

• What are the most significant business issues facing the organization today?

• What will be the most significant business issues in 2 to 3 years?

• Are the traditional sources of executive candidates and the demonstrated achievements they bring with them adequate for today and the future?

• Is there sufficient bench strength for business‑critical positions on a timely basis?

• If there is insufficient bench strength, what are the alternatives for short and long term solutions to getting the right executives in place at all levels?

The strategic review reveals each organization's unique situation and challenges. These determine the priorities and goals for subsequent strategic staffing actions.

Examples from Client Organizations

Increasing need for global experience

For one company the market is increasingly global, and the experience of current senior management is heavily U.S. based. Backup candidates are mostly domestic. Overseas executives have only recently joined the company and traditionally remain in country or region. What is the fastest practical way of adjusting? In what positions is it most crucial to have global experience quickly? How can the business risks of senior level global transfers be minimized?

Growth eroding sales management depth

An organization has an aggressive growth plan, realistically based on sales growth over the past several years. However, upon review, there is a business risk. If staff continues to be added as it has been (hire in at bottom, promote from within), in 2 years Sales Manager positions will be filled by individuals with only 3 years experience. Current Sales Managers have 12 years experience and the market highly values their expertise in subject matter and client business issues. What is the risk? If significant, what are the alternatives for changing the staffing practices or the sales effectiveness model?

Shift needed from internal to external competition

The organization has thrived on aggressive internal competition. Market competition and new customer buying requirements now call for collaboration across internal lines of business. How can that collaboration be created? What can be done in the interim to minimize negative market impact of the current mismatch?

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Last modified: November 27, 2010