Build leadership continuity with evidence, not labels.
Define what critical roles require, understand who has demonstrated what, identify development gaps, and build a stronger succession pipeline.
The problem
Succession slides turn people into scores. The score does not say what evidence is missing, and it can leak career intentions the person never shared.
The decision
For this critical role, who is ready, who could be ready, and what development would change that?
How it works
- Name critical roles.
- Compare evidence the organisation already holds, plus aspirations only if the person shared them.
- Use Ready now, Potential with development, or Longer-term possibility.
- Retained search for the open market stays on ESIPL.
Example
Regional Operations Head. One person has shown operations and people leadership, with P&L still open. Another has shown P&L, with people leadership still partial. Readiness is a category with a reason. There is no potential score.
Inputs
- A leadership role
- Evidence of scope already held
- Adjacent roles
- What “ready” would have to show
Outputs
- A pipeline with reasons
- Gaps that are about evidence, not a potential score
- A path that can include executive search when the bench is thin
Pilot scope
Map succession for one critical role. One role, 3–5 potential successors, one evidence framework, one development review.
What the organisation sees
Role, organisation evidence, and aspirations the employee chose to share for succession.
What the individual controls
Private career intentions stay private by default.
Explore. Select. Innovate.