Ryan FowlerUK companies are being urged to overhaul their leadership strategies after new research from recruitment firm Robert Half revealed a disconnect between concern over future leadership shortages and action being taken to address them.
In its “Towards the C-Suite 2035” study, Robert Half found that 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 just 37% are creating a formal strategy to replace senior leaders.
Private Equity investors reported similar concerns, with 54% expressing doubt over their portfolio companies’ ability to secure appropriate C-suite talent by 2035. Only a third (33%) said they were planning to improve succession strategies.
Dan O’Leary, managing director, executive search UK at Robert Half, said: “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.”
