Sep 27, 2018 · Our research at Deloitte shows real market frustration with succession planning efforts: While 86 percent of leaders believe leadership succession planning is an “urgent” or “important” priority, only 14 percent believe they do it well. 1 This gap between intent and reality inspired us to design a year-long research study to identify ...

has a succession plan in place, the questions on the facing page can help determine how effective that plan and your current practices actually are. The need for planning Succession planning is a multidisciplinary process. When you engage in succession planning, you’re not just focusing on the future, because it’s impossible to plan for

puzzling is how the field of succession planning has, on the whole, stubbornly resisted change despite impressive advancements in the broader world of talent management. Our research at Deloitte shows real market frustration with succession plan-ning efforts: While 86 percent of leaders believe leadership succession planning is an “urgent” or

There is plenty of evidence that family businesses could do a better job preparing for future succession. A pulse survey MLR Media recently conducted of private company leaders—many of which are family-run—found that 52% of respondents have no formal board process for succession planning, and only 30% review their succession plans annually.

Mar 7, 2022 · Clark shared some best practices for C-suite executives and emerging leaders as they contemplate succession plans. Plan talent development around new and emerging business demands. It’s one thing to identify new leaders. It’s just as important—if not more—to prepare them to lead in the context of an ever-evolving business landscape.

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It requires diligent follow-through, as traditional approaches to succession planning can be rigid and slow-moving careful CFO succession planning is important. It can help mitigate any disruption to the finance function’s operations or ongoing departmental projects and mitigate shareholder concerns about a change in senior management.

It doesn’t necessarily need to be “equal,” for instance, in the case of two family members who entered the business at different ages. But full transparency in leadership succession decisions tends to keep acrimony at bay and help ensure buy-in from key stakeholders such as non-family executives and employees.

The Deloitte Center for Board Effectiveness helps directors fulfill their oversight responsibility to the organizations they serve throughout their board service.

This Board Practices Quarterly presents findings from a survey of members of the Society for Corporate Governance and focuses on the CEO succession planning process, including what is included in the plan, who has primary responsibility, frequency of …