Business Case for Succession Planning Dr. Elijah Ezendu FIMC, FCIM, FIIAN, FBDI, FAAFM, FAAPM, FCCM, MIMIS, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CCIP, CMC

Learning Objectives At the end of the course, participants should be able to do the following: Identify the role of succession planning in ensuring business does not cease to be a going concern. Identify the problem of overindulgence in talent war, as a means of using outsiders for every key position. Identify the drivers of changing nature of work and their impact on organisational structure as well as implications for succession planning. Explain the implications of business environment dynamics for business survival. Identify how the management of succession can serve as terrific catalyst in enlivenment of business plan for achievement of organisational objectives.

At the end of the course, participants should be able to do the following:

Identify the role of succession planning in ensuring business does not cease to be a going concern.

Identify the problem of overindulgence in talent war, as a means of using outsiders for every key position.

Identify the drivers of changing nature of work and their impact on organisational structure as well as implications for succession planning.

Explain the implications of business environment dynamics for business survival.

Identify how the management of succession can serve as terrific catalyst in enlivenment of business plan for achievement of organisational objectives.

“ A good plan is like a road map: It shows the final destination and usually the best way to get there.” - H. Stanley Judd

“ A good plan is like a road map: It shows the final destination and usually the best way to get there.”

- H. Stanley Judd

What is Succession Planning? “ Succession Planning is the systematic identification and professional development of internal talent. It’s goal is to cultivate internal human capital in preparation for assuming leadership roles and other key positions that may become vacant due to retirement, expected or unexpected separations.” - LaCoya Shelton-Johnson, Talent Management & Succession Planning

“ Succession Planning is the systematic identification and professional development of internal talent. It’s goal is to cultivate internal human capital in preparation for assuming leadership roles and other key positions that may become vacant due to retirement, expected or unexpected separations.”

- LaCoya Shelton-Johnson, Talent Management & Succession Planning

“ A means of identifying critical management positions, starting at the levels of project manager and supervisor and extending up to the highest position in the organization. Succession planning also describes management positions to provide a maximum flexibility in lateral management moves and to ensure that as individuals achieve greater seniority, their management skills will broaden and become more generalized in relation to total organizational objectives rather than to purely departmental objectives.” Source: Norman Carter, Guaranteeing Management’s Future Through Succession Planning

“ A means of identifying critical management positions, starting at the levels of project manager and supervisor and extending up to the highest position in the organization. Succession planning also describes management positions to provide a maximum flexibility in lateral management moves and to ensure that as individuals achieve greater seniority, their management skills will broaden and become more generalized in relation to total organizational objectives rather than to purely departmental objectives.”

Source: Norman Carter, Guaranteeing Management’s Future Through Succession Planning

Succession Planning is the link between strategic planning and workforce planning, wherefore distinctive corporate objectives must be explored and analyzed in order to reengineer workforce planning for preparation of people to take over leadership batons at various levels of an organisation.

Succession Planning is the link between strategic planning and workforce planning, wherefore distinctive corporate objectives must be explored and analyzed in order to reengineer workforce planning for preparation of people to take over leadership batons at various levels of an organisation.

C-Level Succession Planning This focuses on identifying and preparing pool of potential successors for filling key positions at the top management echelon.

This focuses on identifying and preparing pool of potential successors for filling key positions at the top management echelon.

Multi-Level Succession Planning This has a broadly designed succession framework spanning many levels and in some cases stretching from Supervisorial stratum to the Chief Executive Officer, with the intention to provide for every key position.

This has a broadly designed succession framework spanning many levels and in some cases stretching from Supervisorial stratum to the Chief Executive Officer, with the intention to provide for every key position.

“ Leadership succession planning is a fundamental part of the strategic planning process and must be linked to the organization’s business plan and the organization’s workforce planning and talent development.” - A.J. Lindemann

“ Leadership succession planning is a fundamental part of the strategic planning process and must be linked to the organization’s business plan and the organization’s workforce planning and talent development.”

- A.J. Lindemann

Intellectual Capital drives corporate business plan from arrangements at the drawing board through resource-interplay to attainment of strategic goals. Therefore, a business plan without fitting intellectual capital is a blank dream.

Intellectual Capital drives corporate business plan from arrangements at the drawing board through resource-interplay to attainment of strategic goals. Therefore, a business plan without fitting intellectual capital is a blank dream.

Human Capital is Key Human Capital is the most important component of Intellectual Capital due to its ability to provide leveraging platform for synchronizing the others.

Human Capital is the most important component of Intellectual Capital due to its ability to provide leveraging platform for synchronizing the others.

Business As a Going Concern An organisation must have the right caliber of human capital effectively placed on key positions to ensure continuity of operations or else it shall soon cease to be a going concern.

An organisation must have the right caliber of human capital effectively placed on key positions to ensure continuity of operations or else it shall soon cease to be a going concern.

GC Test A going concern test proves whether an organisation has the ability to meet up with its responsibility at a specific future date. Contemporary thinking had focused too much attention on financial capital without due consideration for intellectual capital.

A going concern test proves whether an organisation has the ability to meet up with its responsibility at a specific future date.

Contemporary thinking had focused too much attention on financial capital without due consideration for intellectual capital.

The Dilemma of Focusing on Only Financial Capital Total Market Value Financial Capital Intellectual Capital

Effectiveness of GC Test The value of Going Concern Test is underscored by its ability to uncover dissonance between a firm’s future state and standard requirements to meet its obligations. Accordingly, a proper Going Concern Test should highlight clear profile of a firm’s human capital future state.

The value of Going Concern Test is underscored by its ability to uncover dissonance between a firm’s future state and standard requirements to meet its obligations. Accordingly, a proper Going Concern Test should highlight clear profile of a firm’s human capital future state.

“ Just as thousands of candidates are competing for jobs everyday, your business is also competing with other companies to hire the most qualified, talented workers.” Source: HR World

“ Just as thousands of candidates are competing for jobs everyday, your business is also competing with other companies to hire the most qualified, talented workers.”

Source: HR World

“ Companies that adopt a talent war mindset often wind-up venerating outsiders and downplaying the talent already inside the company, set up competitive, zero sum dynamics that makes internal learning and knowledge transfer difficult, activate the self-fulfilling prophecy in the wrong direction, and create an attitude of arrogance instead of an attitude of wisdom. For all of these reasons, even fighting the war for talent may be hazardous to an organization’s health and detrimental to doing the things that will make it successful.” Source: Jeffrey Pfeffer, Fighting The War For Talent Is Hazardous To Your Organisation’s Health

“ Companies that adopt a talent war mindset often wind-up venerating outsiders and downplaying the talent already inside the company, set up competitive, zero sum dynamics that makes internal learning and knowledge transfer difficult, activate the self-fulfilling prophecy in the wrong direction, and create an attitude of arrogance instead of an attitude of wisdom. For all of these reasons, even fighting the war for talent may be hazardous to an organization’s health and detrimental to doing the things that will make it successful.”

Source: Jeffrey Pfeffer, Fighting The War For Talent Is Hazardous To Your Organisation’s Health

Problems of Endorsing Quick Fixes Through Talent War Instead of Succession Planning Inclination to prefer outsiders for filling sensitive and important job positions at the top echelon. Increase in level of corporate exposure to the risk of acquiring wrong candidates. Predisposition to heighten disenfranchisement of employees, thereby increasing staff turnover. Excessive attention to individual, and undermining team value. Tendency to neglect cultural and processual developmental factors. Tendency to presume a company is the most competitive intellectually driven firm in a particular sector due to its knack and vivacity for talent war. Abdication of corporate responsibility to prepare manpower for achievement of established strategic plans.

Inclination to prefer outsiders for filling sensitive and important job positions at the top echelon.

Increase in level of corporate exposure to the risk of acquiring wrong candidates.

Predisposition to heighten disenfranchisement of employees, thereby increasing staff turnover.

Excessive attention to individual, and undermining team value.

Tendency to neglect cultural and processual developmental factors.

Tendency to presume a company is the most competitive intellectually driven firm in a particular sector due to its knack and vivacity for talent war.

Abdication of corporate responsibility to prepare manpower for achievement of established strategic plans.

Regardless of strategic pursuit, its particularly important for organisations to understand the issues in admixture of insiders and outsiders at the top echelon. If the insiders should not be disregarded, then succession planning must be put into action.

Regardless of strategic pursuit, its particularly important for organisations to understand the issues in admixture of insiders and outsiders at the top echelon. If the insiders should not be disregarded, then succession planning must be put into action.

Current Changes in Nature of Work Content Structure Process System Flow Dynamics

Content

Structure

Process

System

Flow Dynamics

Major Drivers for Changing Nature of Work Customer Values Competition Technology Organisational Agility Innovation Expansive Career Thrust Financial Leverage Operational Mobility Advancement in Capacity Management Advancement in Lean Enterprise Advancement in Process Based Management

Customer Values

Competition

Technology

Organisational Agility

Innovation

Expansive Career Thrust

Financial Leverage

Operational Mobility

Advancement in Capacity Management

Advancement in Lean Enterprise

Advancement in Process Based Management

Impact of Changing Nature of Work on Organisational Structure Flatter Structures Increase in Project Groups More Emphasis on Cross-Functional Teams Rise of Kaizen Philosophy More Complex Reporting Relationships Increase in Interactive Bonds Between Top and Bottom Indistinct Boundaries

Flatter Structures

Increase in Project Groups

More Emphasis on Cross-Functional Teams

Rise of Kaizen Philosophy

More Complex Reporting Relationships

Increase in Interactive Bonds Between Top and Bottom

Indistinct Boundaries

Drivers, Solutions and Issues for the Workplace Drivers Workplace and technology solutions Issues and concerns Increased use of teams and cross unit work; more pressure for communication and information flow More meeting space, Greater variety of meeting spaces (open & enclosed, large & small), Smaller individual workspaces, More open individual workspaces, Unassigned workspaces, Greater interior visibility to support awareness, Mobile supports (phones, laptops, PDAs, wireless), Personal video, instant messaging, desktop team software, More use of project rooms, Displayed information and work progress, Small rooms for individual focus, Lockers for personal belongings Increased noise, Increased distractions and interruptions, Potential for "over communicating", Cultural barriers to behavioral change, Individuals working longer hours to compensate for lack of time to do individual tasks, Expectations that workers are always available Greater use of dispersed work groups—often global Increased use of video conferencing, computer-based team tools, More reliance on conference calls, Greater need for mobile technological supports for meeting rooms, Use of facilities beyond normal working hours Expansion of the workday to accommodate geographically dispersed team meetings, Loss of opportunity to develop trust through face to face interaction, More difficulty managing and coordinating, Very high dependence on technological reliability

Drivers, Solutions and Issues for the Workplace Continued Adapted from Judith Heerwagen, The Changing Nature of Work and Workplace Continual reorganization and restructuring Flexible infrastructure to support rapid reconfiguration, Mobile furnishings Acoustical problems with loss of good enclosure, Potential for reduced ergonomic effectiveness Reduced costs/more efficient space use Shared or unassigned workspaces, Centralized filing system, Reduced workstation size and increased overall densities, Greater overall spatial variety to enable different kinds of work to be accommodated at same time Increased distractions and interruptions, Increased noise, May meet with employee resistance, More difficult for paper intensive work Improved quality of work life and attraction of new workers More equitable access to daylight, views, and other amenities, More equitable spatial allocation and workspace features, Amenities for stress reduction and quiet relaxation Resistance from those who support hierarchical space allocation

Implications of Changing Nature of Work for Succession Planning Lesser loyalty of employees to organisations destabilizes single layered succession plans. Tendency of companies to use competency based frameworks for succession planning. Development of global portfolio of successors in global organisations where workers are highly dispersed. Demand for Highly Adaptive and Flexible Succession Plan

Lesser loyalty of employees to organisations destabilizes single layered succession plans.

Tendency of companies to use competency based frameworks for succession planning.

Development of global portfolio of successors in global organisations where workers are highly dispersed.

Demand for Highly Adaptive and Flexible Succession Plan

STEEPLED Environmental Factors Social Factors Technological Factors Economic Factors Environmental (Ecological) Factors Political Factors Legal Factors Ethical Factors Demographic Factors

Social Factors

Technological Factors

Economic Factors

Environmental (Ecological) Factors

Political Factors

Legal Factors

Ethical Factors

Demographic Factors

Social Factors Media views Tradition Values Norms Attitudes & Opinions Lifestyle Work-Week Social Events & Influences Religious beliefs Roles

Media views

Tradition

Values

Norms

Attitudes & Opinions

Lifestyle

Work-Week

Social Events & Influences

Religious beliefs

Roles

Technological Factors Technology maturity Intellectual Property Energy Biotechnology Innovation Potential Research & Development Information Systems Communication Systems Manufacturing Capacity

Technology maturity

Intellectual Property

Energy

Biotechnology

Innovation Potential

Research & Development

Information Systems

Communication Systems

Manufacturing Capacity

Economic Factors Interest Rate Exchange Rate Taxation Availability of Credit Facilities International Trade Fiscal and Monetary Policies Per Capita Income Levels of Disposable Income Business Cycles Drivers of Economy Level of Unemployment

Interest Rate

Exchange Rate

Taxation

Availability of Credit Facilities

International Trade

Fiscal and Monetary Policies

Per Capita Income

Levels of Disposable Income

Business Cycles

Drivers of Economy

Level of Unemployment

Environmental Factors Environmental Impact Climate Neutrality Clean Energy Pollution Triple Bottom Line Green Branding Issues Waste Disposal Recycling Sustainable Development

Environmental Impact

Climate Neutrality

Clean Energy

Pollution

Triple Bottom Line

Green Branding Issues

Waste Disposal

Recycling

Sustainable Development

Political Factors Pressure Groups & Lobbying International Wars Internal Conflict Government Term Devolution of Power

Pressure Groups & Lobbying

International Wars

Internal Conflict

Government Term

Devolution of Power

Legal Factors Employment Law Health and Safety Law Competition Law Regional Legislation Investment Law

Employment Law

Health and Safety Law

Competition Law

Regional Legislation

Investment Law

Ethical Factors Reciprocal Responsibilities Responsibility to Host Community Good Faith Universal Rules

Reciprocal Responsibilities

Responsibility to Host Community

Good Faith

Universal Rules

Demographic Factors Household Patterns Ethnic Mix Educational Levels Age Distribution Number of People Within Working Age Group Net Inward Migration

Household Patterns

Ethnic Mix

Educational Levels

Age Distribution

Number of People Within Working Age Group

Net Inward Migration

Every forward-looking firm must be involved in environmental intelligence activities so as to be abreast with the key indicators of the rapid changes in its business environment, which would facilitate clear identification of appropriate action points for attainment of organisational objectives.

Every forward-looking firm must be involved in environmental intelligence activities so as to be abreast with the key indicators of the rapid changes in its business environment, which would facilitate clear identification of appropriate action points for attainment of organisational objectives.

“ In the last decade, we have witnessed a 59 percent increase in the overall rate of CEO turnover and 318 percent increase in performance-related departures. In spite of these alarming statistics, many organizations lack a strong, viable succession management plan for their top positions.” “ Companies with stronger leadership development systems enjoy higher returns on equity and profit than their competitors.” Source: DDI

“ In the last decade, we have witnessed a 59 percent increase in the overall rate of CEO turnover and 318 percent increase in performance-related departures. In spite of these alarming statistics, many organizations lack a strong, viable succession management plan for their top positions.”

“ Companies with stronger leadership development systems enjoy higher returns on equity and profit than their competitors.”

Source: DDI

Top 12 reasons to implement succession planning 1. Meet the requirement of the Board of Directors and other stakeholders that a leadership succession planning process is in place. 2. Understand the hidden talents of your leadership team to optimize their utility in day-to-day projects and initiatives. This raises productivity for the entire organization. 3. Optimal deployment of leadership talent creates a competitive advantage. 4. Use this knowledge base to flex the existing organization structure to the changing demands of the marketplace. 5. Extend the process quickly to collect data for organization design initiatives to assimilate new leaders post acquisitions and mergers. 6. Robust “people data” is very useful for downsizing situations - so the right people remain in order to successfully rebuild. 7. Have strategic staffing needs drive the expenditures for executive education, thereby ensuring a suitable return on investment.

1. Meet the requirement of the Board of Directors and other stakeholders that a leadership succession planning process is in place.

2. Understand the hidden talents of your leadership team to optimize their utility in day-to-day projects and initiatives. This raises productivity for the entire organization.

3. Optimal deployment of leadership talent creates a competitive advantage.

4. Use this knowledge base to flex the existing organization structure to the changing demands of the marketplace.

5. Extend the process quickly to collect data for organization design initiatives to assimilate new leaders post acquisitions and mergers.

6. Robust “people data” is very useful for downsizing situations - so the right people remain in order to successfully rebuild.

7. Have strategic staffing needs drive the expenditures for executive education, thereby ensuring a suitable return on investment.

Top 12 reasons to implement succession planning Continued 8. Having the strategic staffing needs of the organization drive people development efforts ensures these efforts are truly meaningful in the eyes of leaders involved in the learning, thereby making executive education and development actually contribute to retention. 9. Provide a framework to improve organizational culture by regularly and candidly discussing the strength of the current leadership team and the leadership bench. 10. Determine which specific key leaders are at high risk of leaving and create strategies to retain undesired losses. 11. Predict which key leadership jobs will become open in the next 12 months. Prepare replacements with a sense of urgency or network for external replacements, thereby saving search fees. In either event, reduce problems associated with abrupt changes in key leaders. 12. Exert appropriate management control and proactively manage the process of having the right leaders in the right place at the right time. Source: Mark Caruso, Succession Planning: What Every CEO Should Know

8. Having the strategic staffing needs of the organization drive people development efforts ensures these efforts are truly meaningful in the eyes of leaders involved in the learning, thereby making executive education and development actually contribute to retention.

9. Provide a framework to improve organizational culture by regularly and candidly discussing the strength of the current leadership team and the leadership bench.

10. Determine which specific key leaders are at high risk of leaving and create strategies to retain undesired losses.

11. Predict which key leadership jobs will become open in the next 12 months. Prepare replacements with a sense of urgency or network for external replacements, thereby saving search fees. In either event, reduce problems associated with abrupt changes in key leaders.

12. Exert appropriate management control and proactively manage the process of having the right leaders in the right place at the right time.

Source: Mark Caruso, Succession Planning: What Every CEO Should Know

The Impact of Succession Planning To accelerate the development and improve the retention of talented people. This argument is particularly relevant to the development and retention of talented women, a group often neglected in organisations; To identify ongoing needs for replacement and design appropriate training and employee development programs; To increase the pool of talented employees to fill key positions; To add value to the organisations strategic plan and contribute to ongoing business strategies; To ensure individuals receive appropriate developmental opportunities and are successful in their career goals; To ensure that the organisation has full access to the intellectual capital of their employees; To improve employee morale and commitment to the organisation To encourage the development and advancement of the diverse group of employees. Source: W.J. Rothwell, Effective Succession Planning

To accelerate the development and improve the retention of talented people. This argument is particularly relevant to the development and retention of talented women, a group often neglected in organisations;

To identify ongoing needs for replacement and design appropriate training and employee development programs;

To increase the pool of talented employees to fill key positions;

To add value to the organisations strategic plan and contribute to ongoing business strategies;

To ensure individuals receive appropriate developmental opportunities and are successful in their career goals;

To ensure that the organisation has full access to the intellectual capital of their employees;

To improve employee morale and commitment to the organisation

To encourage the development and advancement of the diverse group of employees.

Source: W.J. Rothwell, Effective Succession Planning

CASE STUDY OF MOTOROLA INC

CASE STUDY OF MOTOROLA INC

The Company Motorola, Inc is an electronic and wireless communications company based in Illinois, United States of America. In 1998 it had 142,000 employees and an annual turnover of $27 billion. The Results Through the use of various initiatives including succession planning Motorola has significantly improved the outcomes for women in its organisation. One measure that illustrates this is the number of female vice presidents. In 1989 Motorola had two female vice presidents. In 1997, six years after the modification of Motorola's succession planning so that it incorporated the company's diversity objectives and sought to accelerate the advancement of women and minorities within the organisation, Motorola had forty female vice presidents, including seven women of colour. How was this achieved? Reason for change In the late 1980s due to changing demographics in its workforce, Motorola began to redesign its established succession planning process to make the development of women and minorities a priority. This process culminated in 1991 with Motorola's succession planning process, known as the Organisation and Management Development Review (OMDR) being amended to include diversity objectives. Setting of goals and commitment As part of the amendment to the OMDR Motorola set a clear goal: within ten years the number of women and minorities at all levels of management should be representative of the number of women and minorities in the available talent pool. They also made a commitment that every year at least three women and minorities would be among the twenty to forty people appointed vice-president.

The Company Motorola, Inc is an electronic and wireless communications company based in Illinois, United States of America. In 1998 it had 142,000 employees and an annual turnover of $27 billion.

The Results Through the use of various initiatives including succession planning Motorola has significantly improved the outcomes for women in its organisation.

One measure that illustrates this is the number of female vice presidents. In 1989 Motorola had two female vice presidents. In 1997, six years after the modification of Motorola's succession planning so that it incorporated the company's diversity objectives and sought to accelerate the advancement of women and minorities within the organisation, Motorola had forty female vice presidents, including seven women of colour.

How was this achieved?

Reason for change In the late 1980s due to changing demographics in its workforce, Motorola began to redesign its established succession planning process to make the development of women and minorities a priority. This process culminated in 1991 with Motorola's succession planning process, known as the Organisation and Management Development Review (OMDR) being amended to include diversity objectives.

Setting of goals and commitment As part of the amendment to the OMDR Motorola set a clear goal: within ten years the number of women and minorities at all levels of management should be representative of the number of women and minorities in the available talent pool. They also made a commitment that every year at least three women and minorities would be among the twenty to forty people appointed vice-president.

The program Motorola’s OMDR guarantees that women and minorities, as well as white men are not only identified as high potential managers but also that they move along through the organisation. The process of identification of high potentials requires each division to submit lists of candidates in four categories: white men, women, minorities and technical staff. Career development plans are prepared for each high potential and their progress through the company is then tracked. If they leave or fall off the list in the future, the individuals manager must explain why this happened. To counter the perception that most women and minorities are still in the feeder pool, a replacement chart that identifies key positions and three people who could fill each one was developed. Line one is the immediate successor. Line two is the person who should success the incumbent if the company had three to five years to prepare. Line three is the most qualified woman or minority candidate at that time, in addition to any women or minority person already on line one or two. Women and minorities must be included even if it means hiring externally. Other key elements of the Motorola program include: Career Planning: Individuals receive guidance to set career goals and develop strategies through which to achieve them. Guidance is given by: Managers helping employees they are responsible for who are involved in succession planning, to plot a career course.

The program Motorola’s OMDR guarantees that women and minorities, as well as white men are not only identified as high potential managers but also that they move along through the organisation.

The process of identification of high potentials requires each division to submit lists of candidates in four categories: white men, women, minorities and technical staff. Career development plans are prepared for each high potential and their progress through the company is then tracked. If they leave or fall off the list in the future, the individuals manager must explain why this happened.

To counter the perception that most women and minorities are still in the feeder pool, a replacement chart that identifies key positions and three people who could fill each one was developed.

Line one is the immediate successor.

Line two is the person who should success the incumbent if the company had three to five years to prepare.

Line three is the most qualified woman or minority candidate at that time, in addition to any women or minority person already on line one or two. Women and minorities must be included even if it means hiring externally.

Other key elements of the Motorola program include:

Career Planning: Individuals receive guidance to set career goals and develop strategies through which to achieve them. Guidance is given by:

Managers helping employees they are responsible for who are involved in succession planning, to plot a career course.

Informal mentoring: Senior management are encouraged to seek out opportunities to mentor women and minorities. The company's women's leadership conference. Business Rationale: Motorola promoted the link between the succession planning initiative and the company's business goals of pursuing quality, productivity, new markets and profits. Emphasis was placed on the business success that can flow from having a socially diverse workforce. Leadership Role: The Chief Executive championed the initiative. Presidents of major operational areas develop plans for meeting diversity goals. They report quarterly on the progress of these plans to the Chief Executive. The managers and Chief Executive then meet once a year to discuss the progress of the initiative. Accountability: Motorola sees diversity as a business initiative and as such line managers not the HR department should be responsible for its implementation. Senior managers are required to keep track of and report on the representation of women and minorities in their units. Key messages: Clearly define targets and goals. Setting a time frame and numbers creates impetus for action. Have a broad definition of succession planning to include the widest talent pool.

Informal mentoring: Senior management are encouraged to seek out opportunities to mentor women and minorities.

The company's women's leadership conference.

Business Rationale: Motorola promoted the link between the succession planning initiative and the company's business goals of pursuing quality, productivity, new markets and profits. Emphasis was placed on the business success that can flow from having a socially diverse workforce.

Leadership Role: The Chief Executive championed the initiative. Presidents of major operational areas develop plans for meeting diversity goals. They report quarterly on the progress of these plans to the Chief Executive. The managers and Chief Executive then meet once a year to discuss the progress of the initiative.

Accountability: Motorola sees diversity as a business initiative and as such line managers not the HR department should be responsible for its implementation. Senior managers are required to keep track of and report on the representation of women and minorities in their units.

Key messages:

Clearly define targets and goals. Setting a time frame and numbers creates impetus for action.

Have a broad definition of succession planning to include the widest talent pool.

Ensure that women and minorities are not only identified, but that once identified that they are among those being groomed for senior positions. It is never too early to begin: As one Motorola's vice president stated, it is important to get the feeder people on the radar. Once they are on the radar more questions are asked about their development and it is harder for them to be lost within the organisation. Organisations cannot wait for women to appear in management. Implement careful and strategic planning for targeted individuals career development. Being identified is not enough. Consider potential benefits of encouraging informal mentoring. Ensure there is strong leadership and commitment from senior management. Initial and on-going personal involvement of the Chief Executive is crucial to success. Integrate succession planning into business and diversity objectives. A clear link between business goals and the desired results of the succession planning will assist in gaining commitment from the organisation and staff. To be successful it must be portrayed as a core issue. Make managers accountable for the success of the initiative. As it is a business initiative, business people should be responsible and accountable for its delivery. Adapted from Motorola Inc

Ensure that women and minorities are not only identified, but that once identified that they are among those being groomed for senior positions. It is never too early to begin: As one Motorola's vice president stated, it is important to get the feeder people on the radar. Once they are on the radar more questions are asked about their development and it is harder for them to be lost within the organisation. Organisations cannot wait for women to appear in management.

Implement careful and strategic planning for targeted individuals career development. Being identified is not enough. Consider potential benefits of encouraging informal mentoring.

Ensure there is strong leadership and commitment from senior management. Initial and on-going personal involvement of the Chief Executive is crucial to success.

Integrate succession planning into business and diversity objectives. A clear link between business goals and the desired results of the succession planning will assist in gaining commitment from the organisation and staff. To be successful it must be portrayed as a core issue.

Make managers accountable for the success of the initiative. As it is a business initiative, business people should be responsible and accountable for its delivery.

Dr. Elijah Ezendu is a multidisciplinary professional whose business experience mounts through diverse fields. He is a Certified Management Consultant, licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council. As a result of his strides in management consulting, he received Merit Award for Excellence in Consulting. He is concurrently Senior Partner, Shevach Consulting; Director of Strategy and Performance, Fortuna; Lead Assessor and Member of Governing Council, Institute of Management Consultants; Director of Training, International Council of Business Development Professionals; Member of Marketing Committee, International Council of Management Consulting Institutes; Honorary Global Advisor, International Project Management Commission; and Programme Coordinator (Nigeria), Regent Business School, South Africa. He holds a doctoral degree in Management from St. Clements University, British West Indies. He is a Chartered Manager certified by Canadian Institute of Management, Canada and holds numerous professional qualifications including Master Project Manager; Project Manager E-Business; Fellow, Institute of Management Consultants; Fellow, Certified Institute of Cost Management; Fellow, Institute of Business Development; Fellow, American Academy of Financial Management; Fellow, Institute of Internal Auditors; Member, Nigerian Institute of Training and Development; Member, Institute of Analytics Professionals; Associate, Chartered Institute of Personnel Management of Nigeria; Associate, Chartered Institute of Arbitrators (Nigeria). He is a Certified Business Development Analyst and Competitive Intelligence Professional. Additionally, he is an information technology management professional certified by Institute for the Management of Information Systems, UK along with Microsoft Corporation, USA and stands as a Member of International Association of Software Architects. He is an outstanding motivational speaker with a knack for recalibration of positive influence; and a world-class consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development organisations, private and public firms including extra-governmental agencies and institutions. He is a prolific writer and author who had served as Editor-in-Chief, Cost Management Journal; Part-Time Lecturer & External Examiner (MBA Programme), Ladoke Akintola University of Technology; Director of MBA Programme (Nigerian Outreach), Management Institute of Canada; Chief Operating Officer, Rohan Marine; Second Vice President and Member of Governing Council, Certified Institute of Cost Management; Director of Programmes and Member of Governing Council, The Institute of Business Development; Director, Refined Shipping; and Examiner to various Professional Institutes.

Dr. Elijah Ezendu is a multidisciplinary professional whose business experience mounts through diverse fields. He is a Certified Management Consultant, licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council. As a result of his strides in management consulting, he received Merit Award for Excellence in Consulting. He is concurrently Senior Partner, Shevach Consulting; Director of Strategy and Performance, Fortuna; Lead Assessor and Member of Governing Council, Institute of Management Consultants; Director of Training, International Council of Business Development Professionals; Member of Marketing Committee, International Council of Management Consulting Institutes; Honorary Global Advisor, International Project Management Commission; and Programme Coordinator (Nigeria), Regent Business School, South Africa. He holds a doctoral degree in Management from St. Clements University, British West Indies. He is a Chartered Manager certified by Canadian Institute of Management, Canada and holds numerous professional qualifications including Master Project Manager; Project Manager E-Business; Fellow, Institute of Management Consultants; Fellow, Certified Institute of Cost Management; Fellow, Institute of Business Development; Fellow, American Academy of Financial Management; Fellow, Institute of Internal Auditors; Member, Nigerian Institute of Training and Development; Member, Institute of Analytics Professionals; Associate, Chartered Institute of Personnel Management of Nigeria; Associate, Chartered Institute of Arbitrators (Nigeria). He is a Certified Business Development Analyst and Competitive Intelligence Professional. Additionally, he is an information technology management professional certified by Institute for the Management of Information Systems, UK along with Microsoft Corporation, USA and stands as a Member of International Association of Software Architects. He is an outstanding motivational speaker with a knack for recalibration of positive influence; and a world-class consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development organisations, private and public firms including extra-governmental agencies and institutions. He is a prolific writer and author who had served as Editor-in-Chief, Cost Management Journal; Part-Time Lecturer & External Examiner (MBA Programme), Ladoke Akintola University of Technology; Director of MBA Programme (Nigerian Outreach), Management Institute of Canada; Chief Operating Officer, Rohan Marine; Second Vice President and Member of Governing Council, Certified Institute of Cost Management; Director of Programmes and Member of Governing Council, The Institute of Business Development; Director, Refined Shipping; and Examiner to various Professional Institutes.

Thank You Dr. Elijah Ezendu elezendu@yahoo.com, 234 8033024596, 234 8058835237