KEEGAN FURTADO examines the fundamentals of effective succession planning, explores key tools such as the 9-box matrix and talent pools, and outlines how organisations can move from reactive replacement to proactive readiness
Picture a peaceful pond, its surface barely rippled. A sharp V-formation of ducks cuts through the air, led confidently by Duck Vader – the seasoned senior duck who has guided the flock through countless migrations, fox encounters, and one unfortunate GPS mishap over a shopping centre.
Then, one fine morning, Duck Vader retires. No handover. No farewell waddle. Just a note in the reeds: “Off to the coast. Try not to crash into anything. Regards, Duck Vader.”
Panic erupts.
James Pond, the self-declared heir-apparent, starts flying in chaotic spirals. Duck Norris insists the leadership role was promised to him in 2023 and refuses to flap another wing until it is “formally confirmed.” Quackie Chan flaps off confidently in entirely the wrong direction. The young ducks begin quacking nervously. And somewhere, Charles Duckens starts updating its LinkedIn profile with: “Open to leadership opportunities, willing to relocate (especially southward).”
Absurd? Perhaps. But many organisations experience a similar scene when succession planning is neglected. Leaders leave or roles shift, and suddenly no one is ready to step up. The result? Confusion, disruption, and a sharp drop in performance – never mind morale.
What is Succession Planning?
Succession planning is the proactive process of identifying and developing internal individuals with the potential to fill key leadership positions in the future. It ensures that when a critical role becomes vacant, the organisation has someone ‘ready now’ or ‘ready soon’ to step in.
At its core, succession planning is about future-proofing − ensuring that business continuity does not hinge on a few key individuals.
Why it Matters
Organisations are dynamic ecosystems. People move on, shift roles, or burn out. When this happens unexpectedly, those without a succession plan are left scrambling.
When done well, succession planning:
• Maintains operational continuity during leadership transitions.
• Retains high-potential talent by providing visible career paths.
• Saves time and hiring costs through internal promotions.
• Preserves tacit institutional knowledge.
And it is not just about top leadership roles. Succession planning is equally vital for technical specialists, culture carriers, and client-facing leads – anyone whose absence would leave a significant gap.
The 9-Box Matrix: Performance meets Potential
One popular tool used in succession planning is the 9-box matrix, which maps employees based on their current performance and future potential.
• High performance, high potential: Invest deeply – this is your future leader.
• High performance, low potential: Strong contributors – retain and reward.
• Low performance, high potential: Possibly in the wrong role – coach and develop
This grid allows organisations to take a data-informed, objective look at where talent sits, helping avoid subjective decisions or promoting based on visibility alone.
Beyond Pipelines: Building Talent Pools
Succession planning used to follow a linear ‘pipeline’ model – one person groomed for one role. But modern careers rarely follow such straight lines.
That is why many companies now use talent pools – groups of individuals with the capability and interest to take on a variety of future roles. It creates flexibility and resilience. For example, a high-potential marketing lead might one day head strategy or operations. By building a pool, you can test different waters (pun intended) and see where talent can flourish. Building diverse, agile talent pools allows organisations to explore different paths for development and to match opportunities as they arise.
Ladders and Lattices: Growing in Multiple Directions
The traditional career ladder implied upward-only movement. But careers today are increasingly latticed – people grow by moving laterally, taking cross-functional assignments, or exploring different geographies. Succession planning should embrace this. Preparing someone for leadership might involve giving them horizontal moves to broaden their exposure – through job rotations, special projects, or mentorship.
This holistic view of development ensures future leaders are not just vertically experienced, but well-rounded and organisationally savvy.
Business Continuity and Readiness Categories
Succession planning is not separate from business continuity – it is a vital part of it. As organisations prepare for operational disruptions, they must also prepare for people disruptions.
Candidates in succession plans are often categorised as:
• Ready now – Can step into the role immediately with minimal transition.
• Ready in 1–2 years – Require specific development but show high potential.
• Ready in 3–5 years – Early in their development journey but on track.
This approach ensures there is a steady pipeline of talent across time horizons, reducing overdependence on any one individual and improving organisational stability.
A Final Quack on the Matter
Succession planning might sound administrative, but it is among the most strategic investments a business can make. It provides clarity, confidence, and continuity. It signals to stakeholders that growth is possible and planned for. It allows leaders to focus on the future rather than panic in the present. And it ensures that when Duck Vader waddles off into retirement, the flock is not flapping in confusion.
So take a moment to ask: If your top duck flew off tomorrow, would you know who is ready to step in? And do they know it too? If not, it might be time to stop quacking and get your ducks in a row!
