Succession Reimagined: Navigating the Winds of Change

To discuss the organisational benefits of strategic succession planning in acute care hospital settings as a responsibility of chief nurse executives. A formal succession planning process is crucial to the financial and operational viability and sustainability of acute care hospitals. A succession plan is an essential business strategy that promotes effective leadership transition and continuity while maintaining productivity. Nursing and business literature were reviewed; reports contrasting institutions with and without succession plans were examined; and, operational implications were considered. It is imperative that chief nurse executives respond to the business benefits of an effective succession planning programme, identify common barriers and solutions, and implement best practices for a successful strategic succession planning programme. A strategic succession planning programme may offer many benefits to an acute care hospital, including improved retention rates, increased staff engagement and enhanced financial performance. Considering the ageing nursing workforce and the potential increase in demand for nursing services in the near future, nurse executives and other nurse leaders must actively engage in a formal succession planning process. A formal succession planning programme will help to provide strategic leadership continuity, operational effectiveness and improved quality of care.

Mining and utilizing cultural heritage resources and creating and developing creative and cultural industries have become the priority direction of economic development, setting off a wave of cultural heritage resource development, and industrial transformation. Which cultural heritage resources can have the high value of industrial transformation has become one of the research topics that have attracted much attention. In view of this problem, research is of great significance to the development of cultural heritage resources and the field of industrial transformation. With the in-depth research on resource development and industrial transformation, the research on artificial neural network (ANN) in cultural industry transformation is gradually carried out, and its performance advantages are of great significance to solve the problem of value evaluation. This paper aims to study the application of the value assessment method based on the BP neural network (BPNN) in the development of cultural heritage resources and industrial transformation. Through the analysis and research of BPNN and cultural heritage resource development and industrial transformation, it can be applied to the construction of resource value assessment methods to solve the problem of improving the value level of cultural heritage resource development and industry. This paper analyzes BPNN, cultural heritage, and value evaluation methods, conducts experimental analysis on the performance of the algorithm, and uses related theoretical formulas to explain. The results show that the evaluation method has passed the random consistency test, and the results are valid. The obtained index popularity weight value is 0.134, the economic benefit weight value is 0.093, and the resource correlation degree weight value is 0.074, which can be used as the key criteria for resource value evaluation. The classification of resources through resource value assessment can provide theoretical support for the development and industrialization of cultural heritage and can meet the needs of improving the value and quality of cultural heritage development and industrial transformation, and the development level and satisfaction have been greatly improved.

The paradox for the family firm CEO: Owner age relationship to succession-related processes and plans

Succession planning for academic nursing.

Purpose: This study aimed to shed light on the leadership transition dynamics in the public health sector by exploring the factors hindering the effective implementation of succession planning and management (SPM) in the Sierra Leone Ministry of Health (MoH). Methodology: A qualitative study design was used to understand the current leadership transition practices in the MoH. The study population is middle and senior leaders within the civil service between Grades 9 and 14. A purposive sample of eighteen (18) participants was interviewed, using a semi-structured guide. All interviews were audio-recorded with the participants’ consent. For the analysis, Braun and Clarke’s (2006) step-by-step framework for performing thematic analysis was followed. The MAXQDA 22 software was used for the text coding and storage. Findings: The findings of this study point to a severe crisis in public health management capacity, driven by the lack of a structured system to develop and retain future leaders. The critical barriers that hinder succession planning were identified in three main themes: (1) Politics and nepotism (2) weak performance evaluation mechanism and (3) lack of resources/costs. Politics and tribalism were considered serious threats to succession planning. Some of the participants referred to the current practices in relation to leadership transition in the MoH as “supercession” and not succession. Generally, the study highlighted the following: Leadership and Governance Deficit: Effective public health management relies on strong, competent leadership at all levels. The lack of an effective succession management system creates a vacuum in management capacity, weakening the MoH's ability to coordinate, implement, and evaluate public health programs effectively. Erosion of Management Systems: The weak performance evaluation mechanism identified in the study is a fundamental management failure. When performance appraisals are flawed and not linked to promotions, it dismantles accountability, demotivates staff, and removes any objective basis for management decisions regarding career advancement. Operational and Financial Inefficiency: The lack of dedicated resources for SPM reflects poor financial management and a short-term perspective. The cost of not planning (frequent leadership crises, loss of institutional knowledge, poor staff morale, and constant external recruitment) is likely far higher than the investment in developing internal talent. This inefficiency undermines the return on investment in the health sector. Sierra Leone's efforts to strengthen its health system and achieve universal health coverage will be severely compromised by a recurring cycle of leadership instability and management failure. Unique Contribution to Theory, Practice and Policy: Succession Planning is a cornerstone of strategic human resources for health and the absence of a functional SPM system signifies a major gap in national health sector strategic planning. Utilizing the Human Capital Theory and the Signaling Theory, this study sought to understand the leadership transition practices in the public health sector of a post-conflict setting. The study revealed the weak strategic human resource planning in the MoH. The MoH's health sector plans lack the necessary components to build a sustainable leadership pipeline, threatening the long-term viability of all health programs. This study is important for policy and practice because it raises awareness about effective succession planning strategies that help in achieving sustainability by retaining talented staff and developing future leaders in the public health sector.

What if you don’t have the data? Acquiring and exploring data to initiate government programs

Leadership continuity is essential for maintaining organizational performance, strategic stability, and long-term competitiveness. Nevertheless, many organizations encounter challenges during leadership transitions, often due to inadequate succession planning, insufficient leadership development frameworks, and the diminishing of organizational memory. This conceptual paper examines the relationship between succession planning, leadership development, and organizational memory. Succession planning enables organizations to proactively identify and prepare future leaders, thereby minimizing disruptions resulting from leadership changes. Leadership development is focused on systematically equipping high-potential employees with the essential skills, competencies, and experiences needed to step into leadership roles. Additionally, organizational memory—composed of institutional knowledge, historical insights, and experiential learning—plays a crucial role in safeguarding strategic knowledge and leadership expertise during transitions. The integration of these three components creates a robust leadership pipeline, reduces the risks associated with leadership voids, and fortifies the retention of institutional knowledge. This paper provides a critical analysis of existing literature concerning executive transitions, talent management, and knowledge retention, aiming to establish interlinks among these variables. The study emphasizes how organizations can utilize structured mentorship programs, knowledge transfer strategies, and leadership development initiatives to facilitate seamless leadership transitions. Furthermore, it addresses the obstacles to effective leadership continuity, such as short-term mindsets in succession planning, the failure to institutionalize leadership knowledge, and resistance to leadership changes. This conceptual paper adds value to both academic research and managerial practices by synthesizing insights from human resource management, strategic leadership, and organizational behavior. The findings highlight the necessity for organizations to embrace a comprehensive approach to leadership continuity, integrating succession planning, leadership development, and organizational memory into a unified strategy. The paper concludes with recommendations for policymakers, HR professionals, and corporate leaders on promoting sustainable leadership transitions in dynamic and competitive environments.

ABSTRACTThe most vital resource in a construction company is the executive leadership. Therefore, executive succession can significantly affect a company, with the potential to cause both visible and invisible negative impacts. Changes in leadership can cause turmoil, both financially and operationally; unless minimized through careful succession planning. Research on succession planning shows that beginning to prepare for leadership transition before it occurs can minimize potential negative impacts. Despite the importance of succession planning, little research is available on how to improve leadership transitions in the construction industry. Thisarticler presents the findings from interviewing 12 former and current executives at construction companies that experienced leadership transitions. The findings include insight regarding the methods the companies used to plan and implement executive succession. This article also discusses the correlation between the number of succession practices a company applies and the executive’s level of satisfaction with the leadership transition. The results of Spearman’s rank-order correlation and linear regression analysis indicate a strong positive correlation exists between the number of practices implemented and the satisfaction level.

Who Shall Follow? factors affecting the adoption of succession plans in Taiwan

This conceptual study aims to explore the evolution of succession planning by focusing on a systematic procedure and highlighting the instrument of success metric that influences succession planning effectiveness. There are several approaches to discuss the succession planning process and the effectiveness of the used methods. However, no single systematic process applies to the entire organization. Besides that, this research includes a literature review, focusing on key success metrics of succession planning. The metrics used to track succession planning effectiveness should be directly related to the organization’s strategic goal. Therefore, the metrics must be clearly defined and articulated as part of the organization’s formal succession plan. This study reveals three key success metrics of succession planning: (1) bench strength, (2) time-to-fill, and (3) talent turnover. A good success metric indication will allow a company to analyze the impact of a succession plan in retaining talent in the pipeline as a proactive strategy.

Despite intense scrutiny from investors, markets, and regulators, many public companies have no formal succession plans. Anecdotal evidence links succession risk to significant value destruction, but there is limited academic research evaluating the effects of succession planning on chief executive officer (CEO) turnover outcomes. We provide evidence that succession planning reduces the cost of management transitions by improving their efficiency. Firms with succession plans experience not only lower uncertainty around turnover events but also a faster reduction in uncertainty over the incoming CEO’s tenure, consistent with faster learning about CEO-firm fit. Succession planning also raises the quality of the CEO-firm match, as evidenced by longer CEO tenure, and improves the board’s readiness to replace an underperforming CEO, increasing turnover performance sensitivity. This paper was accepted by Suraj Srinivasan, accounting. Supplemental Material: The data are available at https://doi.org/10.1287/mnsc.2022.4572 .

The contemporary business environment demands sophisticated approaches to leadership development and succession planning, particularly within multicultural organizations operating across diverse geographical and cultural contexts. This research presents a comprehensive framework for developing sustainable corporate leadership pipelines that effectively address the complexities inherent in multicultural organizational structures. The study synthesizes existing literature on leadership development theories, succession planning methodologies, and multicultural organizational dynamics to propose an integrated model that ensures continuity and effectiveness in corporate leadership transitions. The framework developed in this research incorporates cultural intelligence as a core component of leadership competency assessment, while simultaneously addressing the challenges of talent identification, development, and retention across diverse cultural backgrounds. Through systematic analysis of organizational case studies and empirical research, this study identifies critical success factors for implementing effective succession planning in multicultural environments. The proposed framework emphasizes the importance of creating inclusive development pathways that recognize and leverage cultural diversity as a strategic advantage rather than a operational challenge. Key findings indicate that successful multicultural succession planning requires a paradigm shift from traditional Western-centric leadership models toward more inclusive approaches that value diverse leadership styles and cultural perspectives. The research demonstrates that organizations implementing comprehensive multicultural succession frameworks experience enhanced leadership effectiveness, improved employee engagement across cultural groups, and increased organizational resilience in global markets. The framework provides practical guidelines for talent assessment, development program design, mentorship structures, and performance evaluation systems that are culturally sensitive and globally applicable. The study reveals that technology-enabled platforms, such as those discussed in contemporary literature on scalable business systems (Ojonugwa et al., 2021), play crucial roles in supporting global succession planning initiatives through enhanced data management and cross-cultural communication capabilities. Additionally, the research highlights the importance of developing robust measurement systems that can evaluate leadership potential across different cultural contexts while maintaining consistency in organizational standards and expectations. This research contributes to the existing body of knowledge by providing a theoretically grounded yet practically applicable framework that addresses the unique challenges faced by multicultural organizations in developing sustainable leadership pipelines. The findings have significant implications for human resource professionals, organizational leaders, and policy makers involved in global talent management initiatives.

This study investigates the relationship between succession planning and competitive advantage in hotel within Rivers State, Nigeria. Succession planning, a strategic human resource management function, is pivotal in achieving these objectives. The study is motivated by the recognition that the region, despite its economic potential, faces challenges in human capital development and leadership transition. Consequently, there is a need to understand how effective succession planning can be leveraged to mitigate these challenges and foster sustainable competitive advantage. The cross-sectional survey method was adopted and a quantitatively structured questionnaire was distributed to 205 and 185 successfully retrieved. We generated descriptive statistics using the Statistical Package for Social Sciences, and tested the hypothesised relationships using the Structural Equation Modelling (SEM) with the aid of AMOS 23.0. The findings reveal a positive and significant relationship between the dimensions of succession planning (career development, and talent retention) and the measures of competitive advantage (differentiation). The study concludes that succession planning significantly relates with competitive advantage of hotels in Rivers State, Nigeria. This research contributes to the body of knowledge on human resource management and strategic management in the hospitality industry. The findings are expected to provide valuable insights for hotel owners, managers, and policymakers in the South-South region to develop and implement effective succession plans that drive organisational performance and competitiveness.

Succession planning is a vital driver of business continuity and sustainability, particularly in family-owned hotels where leadership transitions often determine long-term survival. Despite its importance, there is limited empirical evidence from the Kenyan hospitality sector, where family businesses dominate but governance structures remain largely informal. This study examined the relationship between succession planning and business sustainability in Ngong Hills Hotel, a family-owned business in Nairobi. A descriptive case study design was adopted. Data was collected from 34 respondents, including directors, departmental managers, employees, and external stakeholders. Data collection methods included structured questionnaires, interviews, and observations. Findings revealed a strong association between succession planning and business sustainability (Mean = 4.15, SD = 0.52; r = 0.98). Most respondents agreed that succession planning supported continuity, employee morale, and reputation, although gaps were noted in documentation and youth involvement. The study concluded that structured succession planning is critical for sustaining family-owned hotels and recommends mentorship programs, formalised succession policies, and integration of younger family members into leadership pipelines

This study investigated the succession planning practices at the University of Baguio by examining existing policies and challenges affecting leadership continuity. The study utilized an exploratory sequential design, beginning with qualitative interviews involving three deans and one human resource personnel, followed by a survey administered to 66 appointees, including Program Chairs, Student Body Advisers, School Alumni Relations Coordinators, Extension and Community Outreach Services Coordinators, School Research Anchorpersons, and Assistant Principals. All current appointees were included to ensure comprehensive representation of leadership perspectives within the university. The findings indicated that while succession planning existed in written form, the absence of a systematic and institution-wide framework resulted in leadership transitions that relied more on availability than on competency-based selection. In response, the study recommended the implementation of standardized selection criteria, structured leadership development programs, and the establishment of a Succession Planning Oversight Committee to ensure a merit-based and institutionalized approach to leadership continuity. These measures were expected to strengthen succession planning at the University of Baguio by aligning leadership transitions with institutional goals and long-term strategic development. The study contributed to existing literature on succession planning in private higher education by highlighting the gap between formal policies and actual leadership appointments and emphasizing the need for a structured, transparent, and competency-driven approach.