Here you can find the full versions of all the succession case studies referenced and excerpted elsewhere in these pages.
The University of Kent has recognised that to respond to challenges organisationally, we need to embrace change, be more agile and responsive to the external environment, and increase capacity for coping with uncertainty. All of these challenges have implications for staff and we need staff at all levels making positive change happen.
It is vital that the sector makes the most of the talent within our universities. The aim at NTU is to better understand, develop and utilise the talent that already exists in the organisation by making succession planning and the development of potential a core business process.
Imperial College London sets out the mission statement for its talent development strategy as a framework and mechanism for investment in staff and the building of a culture of learning and high performance; also as a contribution to managing diversity and to the colleges branding and employer-of-choice agendas.
Newcastles guiding principle is that effective leadership and management are essential to success and future growth. Therefore as well as recruiting a percentage of their new leaders externally they have established a strategy to implement robust succession processes, to ensure not just that the right leaders and managers are in place to take the institution forward but that a pool of talent is available to draw on.
The Tomorrows Leaders development programme aims to improve the universitys approach to succession management by early identification of a selected pool of people with high leadership potential, and development of their leadership and management skills and abilities to take on a range of senior academic and professional roles.
Also reproduced here as food for thought are some case studies from the Leadership Foundation's previous work on succession. Readers should bear in mind the fact that these studies are several years old and may not reflect current thinking at the institutions concerned.
Succession management:: defining and creating the leadership pipeline.
Production v Leadership Management: A dilemma to be managed, not a problem to be solved.
Using development centres, 360 & coaching in collaboration to create a coherent development objectives.
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