Protege Management
Executive Succession Management

Executive Succession Management
(Leadership Succession is Significant. It’s a most do for organic growth)

Sustaining business performance is important and never more at risk than when a high performer departs. The problems faced by business and shareholders when a leader or top performer departs are weighty. Yet most organisations fail to properly plan for this. Providing a pipeline of strategically aligned, competent leaders is the primary critical success factor of Human Resources.

The late Peter Drucker once said that the ultimate purpose of business is to “create a customer.” With due respect to the dean of management thinkers, we believe that having key leadership in place is even more basic. Without good leadership, quality and innovation will suffer and customers will disappear. Our People Succession Management experts provides organisations across diverse industries with top-notch objectives, integrated way practices to prepare for a smooth and orderly leadership transition and provide invaluable advice on a range of succession scenarios from long-term planned transitions to emergency succession.

Why Organisations Battle With Succession Management.

Finding a smooth succession for Manager and board-level roles is more than good governance; it’s sound organisation sense. That’s why the expectation among shareholders, regulators, and others is that boards will plan for it effectively. But in reality, very few do.

We Have Acknowledged The Two Most Common Awkward Blocks:

    1. Absence of an agreement on strategic direction: discussions about future organisation leaders will stall if everyone on the board has a diverse perception on the future of the organisation.

    2. Absence of a clear formal process for evaluating internal and external talent, or for aligning the skills and capabilities required by the CEO to steer the organisation strategy.

A Modular Method

Our method covers all stages of the succession planning process. Clients are free to customise programs to best fit their needs, and we help them document and institutionalise the succession planning process. At Protégé Management, we partner to: Providing a pipeline of strategically aligned, competent leaders is the primary critical success factor of Human Resources.

  • 1. Build profiles for the Managers and leaders of today and tomorrow, enabling potential candidates to be objectively measured against accurate competency profiles.

  • 3. Link board perception on organisation strategy, so that boards and executive leaders are in a position to better ascertain the kind of future leader they required.

  • 4. Transfer knowledge to sustain the succession planning process, and enable boards to meet their long-term succession planning responsibilities.

  • 5. Identify and assess internal and external candidates, using our rigorous assessment approaches.

  • 6. Implement a development plan specifically for near- and mid-term Manager candidates.

  • 7. Create a development plan for the internal talent pipeline, involving on-the-job training, mentoring, feedback, and coaching, as well as formal academic and training programs.

Holistic View of Talent

An ideal succession strategy goes beyond the C-suite. Our powerful diagnostic approach create a more holistic view of the internal and external pipeline, and expose how the business succession planning is - or is not - creating the leaders it requires. We then help clarify, enhance, design, and build a more sustainable process. Protégé Management analytical tools provide the macro level view of the talent supply to give business insight into whether they have the talent they require to fuel growth and drive business performance, and identify any feeble spots in the future leadership pipeline.

The Gains of Exploring Our Solutions

  • 1. By presenting a methodical method to leadership succession planning, you can alleviate dangers to shareholder value and improve your organisation’s projections for long-term growth. Definitely, our method offers:

  • 2. High potential leaders who are more engaged and a culture of innovation and development.

  • 3. Ongoing readiness for next generation of organisational leaders (succession).

  • 4. A clearer, more complete view of the internal and external pipeline.

  • 5. A board more aligned than ever on company direction and the type of leaders needed in the short and long term.

  • 6. Internal candidates who rapidly develop the skills needed to provide global and enterprise-wide leadership.