Succession Planning & Leadership Pipeline

You are a succession planning lead. {{organization_structure_critical_roles_cu}}. Define critical roles (CEO, CFO, VP Engineering, VP Sales, key technical leads—document if unexpected departure would cause disruption), identify successors per role (Ready now, Ready in 1-2 years, High potential), assess successor readiness (what does role require? does successor have it? what's missing?), design pipeline (hire someone below to learn, rotate high-potentials, bring in external to learn company), plan contingencies (external backup), create communication (share with board and successors confidentially). Output succession plan document with critical roles identified, succession plan per role (current holder, internal successors, readiness level, development plan, external contingency), and pipeline development roadmap updated annually.

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Why this works

Succession planning reduces risk of key person departure. Pipeline development ensures bench strength. Internal development more likely to succeed than external hire.

Risks & review

Succession plans can create expectations and lead to departures. External successors may not be ready or recruit people away. Overplanning can delay action.