Succession Planning

Most organisations have a succession plan on paper. Far fewer have one that would hold if a key leader left next month.

Mr. Rajeev Velur set out what separates the two: honest assessment of readiness, deliberate exposure of successors to work that stretches them, and the willingness to have direct conversations about who is and is not in line for a role.

The discussion covered identifying critical positions, building depth at the second and third levels, and the retention risk that surfaces when succession decisions become known.