Ready now
Credible options who can step into the role with manageable transition risk.
Succession strategy
Build credible options before the transition.
We help boards and executive teams identify critical roles, assess successor readiness and build internal and external options before continuity becomes an urgent problem.
A list of names is not a succession strategy.
Useful succession work connects the future shape of the role, credible evidence of readiness and specific action. We work with the people who own those decisions so the view stays current between formal reviews.
Build options before the timing chooses for you.
Start with the work.
Identify critical roles and define how the work and success profile may change over the planning horizon.
Critical-role map and future success profilesLook beyond the obvious.
Look beyond the current organisation chart by considering internal potential, adjacent paths and the external market.
Broader internal and external option setFollow the evidence.
Assess readiness, potential and gaps against a consistent future-focused standard.
Readiness and bench-strength viewSay what we think.
Name the credible options and set development, exposure, mapping and governance actions by horizon.
Succession actions and review cadence
A connected evidence base
Internal readiness and external reality, viewed together.
Assessment shows what your successors can do. Talent mapping shows where the external market is stronger, thinner or simply different. The strategy needs both views.
Ready later
People with the underlying capability and a specific, achievable development path.
External bench
Relevant market talent and relationships that reduce dependence on a future cold search.
No-regret actions
Experiences, moves and governance decisions that strengthen options regardless of timing.
Four ways to work together.
The scope can start narrow and deepen as the evidence develops. We stay close to the working team throughout.
Critical-role review
A focused view of continuity risk and options across a small number of pivotal roles.
Enterprise succession
A governed succession system spanning role architecture, assessment and recurring review.
Single-role succession
A deeper internal and external option set for one known future transition.
External benchmarking
A market view that tests internal bench strength and starts relevant relationships early.
Succession gets stronger when the internal and external views stay connected.
Assessment clarifies readiness. Market mapping shows what sits outside. We help keep both views current so the next decision starts with real options.