Written by Meena Thuraisingham, Director & Principal, TalentInvest, Jan 2012
Succession Planning remains one of the least well developed people processes in organisations today.
While the 9 cell matrix (first developed during the Jack Welch era at GE) is used by most organisations today to make distinctions between which performers have upside potential and which ones don’t, the way it is applied is somewhat superficial, often evidenced by the quality of distinctions it makes.
Additionally in determining whose names appear in which boxes as successors, companies tend to look at capability today rather than taking a ‘fit for future’ assessment of capability. This is more stark today than previously when the world was a somewhat stabler place and when the centre of gravity was still with the western economies! Determining who has succession potential and what needs to happen to make them succession ready in this new world lacks the intellectual rigour required.
And finally there is no real link between succession planning and the development effort (the tell-tale sign is often found in how companies organise their HR functional streams) which ultimately delivers the company a pipeline of under-developed successors when the time actually comes to appoint!
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Written by Meena Thuraisingham
Director and Principal, Talent Invest
Meena Thuraisingham is a consultant, author, executive coach and thought leader in the area of People and Culture. An organisational psychologist by training, she founded TalentInvest, a niche consulting practice, advising global clients in the UK, Asia and Australia in Capability and Culture. Meena is also a regular speaker internationally on leadership effectiveness and culture change.
Her published books are The Secret Life of Decisions, Careers Unplugged and Derailed!. Get Your Copy Today