Action Needed To Overcome The UK's Succession Planning Blind Spot

Despite concerns around future leadership shortages, UK businesses are not taking sufficient action to strengthen their succession plans, putting corporate stability and growth at risk. That’s according to new research from international recruitment firm Robert Half.

In its study, “Towards the C-Suite 2035”, the talent solutions expert found that more than half (59%) of C-Suite and executive leaders are worried about finding suitable leaders for their company over the next decade. Despite this, only 30% are planning to strengthen succession planning, and 37% are creating a formal strategy to replace their leaders.

The research reveals that Private Equity Investors share similar challenges. 54% indicated that they were concerned about their portfolio companies’ ability to find suitable C-suite professionals by 2035, yet only a third (33%) are planning to strengthen succession strategies.

According to Robert Half, this blind spot could leave businesses vulnerable to market disruption and prevent growth. To avoid this, companies must take a realistic and holistic look at their succession plans and accept that change may be necessary.

Dan O’Leary, Managing Director, Executive Search UK at Robert Half, commented: “There’s clearly a blind spot for some businesses when it comes to succession planning. Yes, there has long been a battle around best practice for these strategies, largely due to the nuanced needs of individual brands, the fast pace of technological change, debates around internal development versus external sourcing, and much more. However, with so many companies concerned that they won’t be able to find the right leaders for their workforce in the next ten years, action is needed."

“Today’s C-Suite has a responsibility to prepare for the future, and that includes ensuring the right people are being geared up to replace them. Leaders must ask forward-looking questions that reflect the evolving nature of work; how will your leadership strategy adapt to technological innovation, generational shifts and geopolitical uncertainty, for example?"

“Succession planning should now go beyond simple role replacement. It should instead incorporate future-focused criteria like digital fluency, cross-functional agility and resilience."

"Organisations need to identify leadership potential earlier and more systematically, using robust data and performance insights to inform decisions. As we anticipate a C-Suite that is more diverse, decentralised, and shaped by roles like Chief AI Officer or Chief Purpose Officer, the succession process must also be more structured and proactive."

“A broader and more inclusive approach to sourcing future leaders is essential. Internal development and career progression will always play a vital role in building the next generation of executives. However, external talent brings fresh perspectives and specialised expertise, especially as new roles emerge to tackle complex challenges."

“Succession planning should be viewed as a continuous, strategic process, not a one-off event. Keeping it high on the boardroom agenda will enable organisations to evolve with confidence and avoid sudden leadership gaps that could disrupt growth.”