Signs your organisation may need this
Critical roles have no named successor.
High performers leave without warning.
Talent decisions are taken informally.
A cohort of managers or specialists is close to retirement.
Problems we address
Dependence on a few individuals.
Successor pools that are not developed.
Knowledge that is not written down or transferred.
Performance ratings that differ widely between managers.
Scope of work
Critical position analysis.
Talent review process.
Succession models and pools.
Knowledge transfer plans.
Performance calibration.
How the work runs
Identify
Define what makes a role critical and list those roles with their risks.
Assess
Assess candidate successors against the role requirements using agreed evidence.
Plan
Agree successor pools, development actions and knowledge transfer for each critical role.
Review
Install a yearly talent review that leaders chair and revisit.
What you receive
A map of critical roles and their risks.
A succession model with successor pools.
Talent review templates and a yearly calendar.
Knowledge transfer plans.
A calibration guide for performance ratings.
What we need from you
Leaders who validate critical roles.
A chair for talent reviews.
Access to performance and potential data.
How progress is judged
Share of critical roles with at least one ready successor.
Completion of development actions for named successors.
Spread of performance ratings between units.
Time needed to fill critical vacancies from inside.
Questions leaders ask
Do successors know they are on the list?
That is a decision for each client. We design both open and confidential models and explain the trade-offs.
Can this cover a whole group of companies?
Yes, with a common model applied by each company and a group-level review. The scale of such work is a matter of design, not of principle.
How do you handle knowledge that people do not want to share?
Through role design and recognition. Documentation alone seldom works.