01
Start with future-critical work
A static organisation chart describes today. Succession planning needs a view of the work the organisation will depend on next, including roles that may change shape or emerge entirely.
This creates a more useful basis for deciding where continuity matters most and which capability gaps deserve attention now.
02
Define readiness with evidence
Readiness should not be a loose judgement about potential. It should reflect demonstrated capability, the scale of the next step and the specific experiences still required.
Clear readiness criteria help leadership teams distinguish between a credible near-term option and a longer-term development investment.
03
Keep the system moving
The value comes from recurring review. Business priorities shift, people develop and external conditions change. A practical cadence keeps the evidence current and turns discussion into action.
The output is not merely a succession document. It is a stronger set of options before a transition becomes urgent.