MGT568 Agile Leadership in CEO Succession Planning: Strategies for Organisational Success (ECA), Singapore

Question 1

According to a survey by Heidrick & Struggles, fifty-seven percent of CEOs and board members said they had relatively little confidence that their CEO succession planning process was positioning the organisation well for the future. Globally, only 28% of respondents said that CEO succession is among their top priorities and is treated as such.

Given that CEO succession is one of two foundational responsibilities of boards, along with oversight of strategy and performance, this figure is notably low.

A lack of succession planning also indicates that the organisation’s agility may be suffering – maybe already now, but certainly in the future.

Examine the agile mindset, principles, and foundations of agile methodology. Elaborate how these principles foster responsiveness, flexibility, and continuous improvement within an organisation. Explain why agile principles are crucial in succession planning and what benefits agile approaches bring to the succession planning.
(20 marks)

Question 2

Using relevant examples, evaluate the current state of succession planning in your own organisation. Discuss the strengths and weaknesses and identify any potential risks or challenges related to your organisation’s current succession planning process. Appraise the importance of agile leadership for your organisation’s long-term success and agility.
(30 marks)

Question 3

Recommend agile approaches and strategies for organisational transformation. Propose a plan to incorporate agile principles into your organisation’s succession planning (choose from the models covered in the subject). What specific agile practices would you recommend implementing, and why? In your view, how would these practices address the identified risks and improve the succession planning process?
(30 marks)

Question 4

Assemble agile teams to optimise business success. Which team(s) would you assemble for successful CEO succession planning and why? What steps would be involved, and who would be responsible for each step? Elaborate how you would address potential resistance to change.
(20 marks)

Appendix:

Reference:

Hanson, J. (2024). CEO and board confidence monitor: Beating the succession planning paradox, https://www.heidrick.com/en/insights/leadership-succession-planning/ceo-and-board-confidence-monitor_beating-the-succession-planning-paradox

Word limit = 2,500 words excluding cover sheet, references, and appendices.

(100 marks)