Succession Planning Case Study

1. What key differences seem to distinguish successful from unsuccessful leadership- while processes?One major difference in the successful leadership duration process is the how the flow of information works between the current leader, and the iodine that will soon take over. The new one is groomed on with way, making for an easy transition with few bumps in the road regarding arrogance with current employees. Grooming an internal source is blush let on because they already know the ins and the outs of the comp any(prenominal). Recent data indicate that only about half(prenominal) of public and private corporate boards devour CEO- time platforms in place.This is the case even at giant global companies that have thousands of employees and spend millions each social class to recruit and train talent (Cascio, 2013, p. 157). The companies that take the time to do succession planning are the same companies that are growing and thriving despite having any issues with CEOs thro ugh the years.On the other hand a company who fly by the seat of their pants so to speak, and does non plan for any crisis in the CEO department is found scrambling.3. If leadership succession is so important, why dont more companies do a better job of it?The prerequisite for organizational growth and success lies in identifying, growing and retaining leaders with the right talents and effectively managing a dynamic succession plan (Gallup, 2013). Leadership transition presents companies with a remarkable opportunity to move in the lead with a newunderstanding of the complexities, challenges, and changes their organization must address (Mamprin, A. 2002).Despite the brilliance of leadership succession, most companies do not do a better job of leadership succession because at the heart of succession lie personality, ego, power, and most importantly, mortality (Cascio, 2013). Most people in leadership rate believe that building a cadre of potential leaders is a sure route to ob livion, failure and organizational death (Cascio, 2013). However, a need of succession planning can adversely affect an organization in a variety of ways, from the absence of strategic direction to decreased productiveness to weakened financial performance (CareerBuilder, 2011).According to a new CareerBuilder survey, almost one-third (31 percent) of companies with more than 1,000 employees said they dont currently have a succession planning program at their organization. In addition, 50 percent of senior management (CEO, CFO, Senior VP, etc.) and 52 percent of those in a vice president position said they do not have a successor for their current role. The survey was conducted online by Harris synergistic on behalf of CareerBuilder from February 21 through March 10, 2011 among more than 1000 employers with 1,001 or more employees. (CareerBuilder, 2011)