Succession Planning: A Need But A Challenge


Most organizations came to realize years ago that current and future success is heavily based on having the right leaders in the right roles at the right time.

The problem? Our study concluded that most companies doing succession planning are often derailed by a host of symptoms that point back to a common culprit—the failure to recognize and address the impact of human behavior on the succession planning process. We found few organizations that were combining a disciplined, data-driven process with a user-friendly, people-centric approach that adequately engages stakeholders.”        Source


“From succession-planning guidelines for busy directors: …create strict performance metrics and a process for evaluating the [executive] against them…”        Source


“In order to ensure an unbiased, data-driven approach to executive selection, consider the following best practices:

Utilize a talent assessment partner to ensure validity and objectivity throughout the process of evaluating candidates…”        Source

Succession Assessments

While there are many different models and philosophies regarding how to manage senior executive succession, somewhere in the multiple steps of every process is the need to gather comparable data about candidates and rigorously assess their potential for success in the new role.
Succession Steps

Assessments at this level cannot be generic one-size-fits-all questions and answers. Every large enterprise has unique requirements and expectations for senior leadership. This demands a highly customized approach. Building on our reputation for rigorous I-O psychology-based data gathering, our specialty is creating high-fidelity multimedia simulations that allow candidates to be fully “flight tested” before they are offered the new leadership role.

APT works with senior executive teams as a partner in a succession management process. We have been involved in numerous successful transitions in Fortune 100 C-Suites.