Preface and Acknowledgments | p. ix |
Chapter 1 Succession Management: The New Imperative | p. 1 |
The Old Ways | p. 4 |
The Reinvention | p. 5 |
Why the Renewed Interest Today? | p. 8 |
The Purpose of Effective Succession Management Systems | p. 11 |
Characteristics of Best Practice Approaches | p. 12 |
The Key Dimensions of an Effective System | p. 15 |
Corporate Strategy | p. 15 |
Sponsors and Owners | p. 16 |
Talent Identification and Talent Pools | p. 17 |
Developmental Linkages | p. 18 |
Assessors | p. 19 |
Tracking | p. 19 |
Metrics | p. 20 |
Our Purpose | p. 21 |
Chapter 2 Who Should "Own" Succession Management? | p. 23 |
The Most Critical Owner and Champion: The CEO and the Senior Team | p. 26 |
Human Resources: The Process Owners | p. 31 |
Ownership Below the Executive Level: The Implementers | p. 36 |
Conclusion | p. 42 |
Chapter 3 Defining and Identifying Talent | p. 45 |
Competency Models: The Benchmarks for Succession | p. 47 |
Sample Competency Models in Best Practice Organizations | p. 52 |
Identification Tools | p. 58 |
Lilly's "Talent ID Tool" | p. 60 |
Sonoco's Performance/Promotability Matrix | p. 62 |
Bank of America | p. 63 |
Focusing Efforts: Determining the "Mission-Critical" Positions | p. 66 |
Determining the Talent Pools | p. 68 |
Sample Best Practice Approaches to Talent Pools | p. 70 |
Insights from the Research | p. 72 |
Chapter 4 Linking Succession to Development | p. 75 |
Weaving Development into Succession | p. 80 |
The Tools They Use | p. 84 |
PanCanadian's Leadership Development Framework | p. 86 |
Tool #1 Internal Leadership and Executive Education | p. 88 |
Tool #2 Action Learning and Special Job Assignments | p. 90 |
Tool #3 Mentoring and Coaching | p. 91 |
Tool #4 External University Courses | p. 93 |
Tool #5 Web-Based Courses | p. 94 |
Tool #6 Career Planning and Individual Profiling | p. 95 |
Tool #7 Performance Management and 360-Degree Feedback | p. 100 |
Conclusion and Summary Insights from the Research | p. 102 |
Chapter 5 Measuring and Assuring Long-Term Success | p. 107 |
What Is Measured? | p. 108 |
Dow Chemical | p. 109 |
Eli Lilly and Company | p. 111 |
Sonoco | p. 113 |
Dell Computer | p. 113 |
PanCanadian | p. 113 |
Bank of America | p. 114 |
Lessons for Long-Term Success | p. 116 |
Bank of America | p. 117 |
Dell Computer | p. 118 |
Dow Chemical | p. 119 |
Eli Lilly and Company | p. 120 |
Sonoco | p. 121 |
Other Lessons for Success | p. 122 |
Smooth Transitions | p. 122 |
The "Right" Developmental Assignments | p. 127 |
Meaningful Appraisals and Feedback | p. 128 |
Appropriate Selection Criteria | p. 128 |
A Range of Good Choices | p. 129 |
Conclusions About Assessment and Long-Term Success | p. 130 |
Chapter 6 The Future of Succession Management: Bright Lights, Looming Clouds | p. 133 |
Bright Lights on the Horizon: Promising Trends for Succession Management | p. 134 |
Greater Integration and Alignment | p. 134 |
Technology Moves Succession Planning to the Desktop | p. 136 |
Increased Rigor in Assessments | p. 138 |
The Looming Clouds in Succession's Future | p. 138 |
Finding a Sufficient Supply of Developmental Opportunities | p. 139 |
Generational Resistance to Certain Opportunities | p. 140 |
Inconsistencies in Selection Criteria and Rewards | p. 142 |
Competency Models--A Flawed Foundation for Development? | p. 143 |
360-Degree Feedback as an Administrative Requirement: Weakening a Powerful Development Tool? | p. 146 |
The Essentials for Successful Succession | p. 149 |
Implementing a New System | p. 150 |
The Foundations for Genuine Success | p. 153 |
Appendix A Detailed Case Descriptions | p. 159 |
Dell Computer Company | p. 160 |
Dow Chemical Company | p. 174 |
Eli Lilly and Company | p. 191 |
PanCanadian Petroleum | p. 205 |
Sonoco Products Company | p. 221 |
Appendix B Research Methodology | p. 243 |
Index | p. 247 |
About the Authors | p. 257 |