Executive Summary: Leadership, Succession & the Future of Work
The August CHRO Leadership Forum brought together senior HR leaders to examine how organizations are preparing leaders for a workplace where roles, structures and required skills continue to change. Conducted under Chatham House rules, the discussion explored the limitations of traditional succession models built around stable structures and predictable career paths. The discussion included examples of cross-functional development, broader workforce planning and reassessing roles when vacancies arise, alongside recognition that organizations are at different stages in adapting their leadership and succession practices.
Key Discussion Highlights
Moving Beyond Role Replacement
Some organizations are using workforce changes and vacancies as an opportunity to reassess the capabilities they will need, rather than automatically replacing roles as they exist today.
More Flexible Career Progression
Cross-functional moves, stretch assignments and broader leadership experiences are creating less traditional paths for developing well-rounded leaders.
The Growing Importance of Adaptability
Competency frameworks will need to account for capabilities such as agility, decision-making, working with AI and operating effectively in ambiguity.
Change Management Requires Stronger Leadership
Change management emerged as the biggest leadership capability gap expected over the next three to five years. Leaders need to do more than communicate change by owning the message, showing empathy and helping employees navigate its impact.
Different Approaches to Succession Planning
Succession planning varies by organization, with HR providing the tools and framework while business leaders make the talent decisions. Progressive organizations are placing greater emphasis on business ownership of future leadership needs.
Strategic Implications for Senior Leaders
- Succession planning needs to look beyond individual replacements
When roles and business needs change, replacing a role in its existing form may no longer be the right answer.
- Broader experiences can strengthen leadership pipelines
Cross-functional assignments, stretch opportunities, mentoring and sponsorship can develop more well-rounded leaders while building internal capability and broader business perspective.
- Adaptability needs to be part of leadership assessment
As technology and organizational requirements change, organizations need to consider not only what leaders know and have done, but how effectively they can adapt, make decisions and operate in ambiguity.
- Business ownership is critical to succession
HR may lead the process, but business leaders need to be actively involved in determining the talent required to achieve future objectives.
Recommended Actions / Priorities
Immediate Priorities (Next 90 Days)
- Review succession assumptions: Assess whether current competency frameworks reflect adaptability, agility, decision-making, AI fluency and the ability to operate in ambiguity.
- Assess future needs: Work with business leaders to identify the talent and skills needed to achieve upcoming objectives.
- Identify development opportunities: Look for opportunities to broaden emerging leaders through cross-functional assignments, mentoring, sponsorship and stretch experiences.
Mid-Term Priorities (3–12 Months)
- Connect succession and workforce planning: Incorporate future leadership requirements into longer-term workforce planning.
- Expand development experiences: Create opportunities for leaders to gain experience outside their current functions and areas of expertise.
- Strengthen business ownership: Clarify the role of business leaders in identifying and developing future leadership talent.
Risks and Considerations
- Traditional frameworks may limit mobility: Organizations that continue to assess talent primarily through linear career paths and role-specific experience may overlook broader or transferable capabilities.
- Non-traditional experience can be difficult to translate: Cross-functional career paths can create strong internal leaders, but organizations may need to consider how that experience is understood when assessing talent externally.
- Change requires ownership: As organizations navigate AI, workforce changes and other major shifts, leaders who simply deliver the message rather than own it may struggle to bring employees with them.
Closing Commentary
The August forum highlighted a fundamental question for senior leaders: Are organizations developing the leaders they will need for the future, or preparing successors for the organization they have today?
Traditional succession approaches remain common, while more progressive organizations are experimenting with broader career experiences, workforce planning and greater business ownership. For CHROs, the challenge is balancing established processes with the flexibility to rethink roles, develop broader leaders and prepare for changing organizational needs.
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