The Leadership Pipeline Illusion: Why Most Succession Plans Are Lists, Not Systems
The organisation that needs a new business unit head in six months and discovers that its 'strong succession bench' consists of individuals who were identified three years ago and developed for none of that time, has not failed at succession planning. It has succeeded at a performance it mistook for the real thing.
Moving from Talent Management to Capital Allocation
The leaders most at risk of being headhunted are not your lowest performers. They are your highest-capital, lowest-visibility assets — and the CHRO diagnostic to find them already exists in your HR data.