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History of the Concept

The table below summarises changes in thinking about succession planning since the 1970s. It is based on research largely within the corporate sector; higher education is in a different place and the characteristics of the 1970s box will look familiar to some of us!

  1970s:
Replacement planning		 80s:
Succession planning		 1990s-2000s:
Succession management
Focus on The very top roles - job-specific requirements Range of leadership roles for organisational goals Pools for strong leadership teams
Based on individuals’…  Experience and technical expertise Experience and competencies  Competencies that define potential for top leadership
Timescale of planning  Now 6-12 months ahead 5-10 years ahead
Role of future leaders  To provide smooth continuity Strategic planning  Responding to and leading change
Identified via…  Judgment of CEO - 'heir apparent' Assessment by top team  Assessment by line manager, peers, top team
What happens after assessment  Wait Leadership development course  Tailored development including job moves
Transparency  Secret Secret  Agreed template of competencies; feedback to individuals

 

Of course, the sector's accumulated knowledge on succession is always increasing and moving forward. To show how thinking in this area has progressed even in the last few years, we have reproduced here what the Leadership Foundation itself said about succession in 2005. As a historical document it may make an interesting comparison with the content of these pages.

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