Succession Planning in Practice: Turning Today’s Workforce into Tomorrow’s Leadership

kwezikitariko
4 days ago
2 min read

Succession planning is no longer a theoretical exercise reserved for the boardroom. Across Africa, employers face a demographic paradox: a continent with the world’s youngest population, yet persistent gaps in leadership pipelines. Forward-thinking organisations know that the leaders of tomorrow are sitting within their workforce today—but the challenge lies in identifying, developing, and retaining them before competitors do.

The Urgency of Succession Planning

Research from our Employer of Choice leadership perception survey reveals that 37% of African professionals do not believe their leaders are supporting the development of future leaders. Equally concerning, 42% do not think leadership decisions about employees are fair, eroding trust in succession processes. Without deliberate interventions, these perceptions risk pushing high-potential talent to look elsewhere for opportunities.

At the same time, Africa’s labour force is projected to expand by over 450 million people by 2035, making it the largest workforce in the world. Employers who can channel this demographic growth into structured leadership development will not only safeguard continuity but also build a competitive advantage in volatile markets.

What Succession Looks Like in Practice

In our work with leading employers across Africa, four clear practices emerge that move succession planning from aspiration to reality:

Talent Mapping with Market Insight: Effective succession is rooted in knowing where leadership talent exists—inside and outside the business. GCC Search combines forensic executive search with Africa’s richest dataset on talent location, mobility, and motivation, giving employers visibility over potential successors before a gap emerges.
Embedding Leadership Development Pathways: Our data shows that 50% of African talent cite a clear vision of the future as the most important trait in leaders. Succession planning must therefore link leadership pipelines with learning opportunities, mentoring, and international exposure, ensuring future leaders see a pathway for themselves within the organisation.
Aligning Succession with Employee Experience: The Careers in Africa Employer of Choice survey demonstrates that the top attraction drivers for African professionals are opportunities for challenging work, skill development, innovation, and making an impact. Succession planning that incorporates these drivers into leadership roles is more likely to secure engagement and retention.
Diversity as a Strategic ImperativeDespite gains at junior levels, women remain underrepresented at the executive tier. 57% of women report not having enough opportunities for advancement. Building diverse succession pipelines is therefore not just equitable but essential for accessing the full spectrum of African talent.

Building Resilience Through People

Leadership succession is not a one-off exercise—it is an ongoing discipline that protects organisational resilience. In a context where geopolitical, economic, and technological change is rapid, African employers must prepare leadership pipelines that can adapt. As Afreximbank’s experience shows, embedding succession into strategic processes ensures continuity even when senior leaders exit.

Succession planning in Africa requires more than identifying “who’s next.” It demands robust data, deliberate investment in development, and alignment with the aspirations of a dynamic workforce. Organisations that act now will not only retain critical institutional knowledge but also cultivate leaders who are prepared to drive sustainable growth across the continent.