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There are many misconceptions about succession planning. Too often, people view it as a ladder leading only to senior executive roles.

Unfortunately, this focus on the “end game” (replacing the boss), misses the point. In decision-making terms, it’s like assuming the problem, jumping to an answer, and running with it without considering all the options.

This issue is especially acute in SMEs. With fewer staff, the talent pool is limited, and the scarcity of opportunities often causes talented individuals to grow restless and leave before a role opens up.

Ironically, in sectors like manufacturing, businesses usually take a far more structured approach to capital equipment. Companies plan strategically for the short, medium, and long term to meet market demand.

• Short to medium term: The focus is on versatility and compatibility. If one machine breaks down, can another pick up the work? If demand shifts, can equipment be reallocated to different tasks? It’s all about building resilience into the system.

• Medium term: Businesses still prioritize resilience but also look ahead to shifts in demand, either to adapt or to seize competitive advantage.

• Long term: Companies anticipate future needs and plan interim changes to smooth the transition. While sudden “step changes” in technology can create leaps in competitiveness, they can also be highly disruptive.

When it comes to people the other major cost in any business, many companies lack anything like this structured approach. Unlike machines, people can walk out the door at any time.

Where to Start: Building Resilience in Succession Planning

Succession planning should not focus only on senior roles. In fact, the departure of an operator-level employee can sometimes have a greater impact than the loss of an executive, particularly in regions with limited talent pools.

A good process should ask:

1. What is the impact if we lose this person?
   Consider capacity, lost sales opportunities, and increased costs.

2. Can we replace this person?
   Are similar skills available internally or externally?

3. How long will replacement take?

• Internal replacements: Don’t assume a seamless handover. Even if someone is ready to step up, there will always be a learning curve. And if you move them, what’s the impact of the vacancy they leave behind?

• External recruitment: At operator level, expect a minimum of 2–4 weeks, while senior hires may take 6 months or more. Factor in your budget, pay competitiveness, and attractiveness as an employer. Even after hiring, there will be a transition period before the new employee is fully effective.

This type of analysis helps highlight both the severity of risks and the level of resilience your business actually has.

Practical Ways to Build Resilience

The foundation of resilience is a culture of openness and collaboration, where boundaries between roles and departments are minimized. Staff should be encouraged and rewarded, for working cross-functionally. Multi-skilling and temporary secondments to areas of high demand should become standard practice, supported by the right training.

That said, resilience is always a balancing act. Competitive pressures force companies to run lean, so the most cost-effective strategies are usually multi-skilling and cross-training.

On the shop floor:

• Ensure staff are trained on all equipment in their area.

• In repro or studio teams, cross-train employees on every machine and software platform.

Training Methods:

• In-house training: Use your best operators to train others. While this temporarily reduces productivity, it pays dividends in flexibility. Periods of lower demand are ideal times to schedule training.

• Manufacturer training: Many equipment suppliers offer training programs, sometimes bundled with purchases.

Administrative and technical roles:

Here, most training will still be in-house. Cross-training and interdepartmental secondments are excellent ways to assess both skills and attitude, key factors in identifying emerging talent.

Appraisal systems should evolve beyond evaluating only current performance. They should also consider adaptability, willingness to learn, and potential for broader contribution.

Final Thoughts

Succession planning is not about preparing a replacement for the CEO; it’s about building organizational resilience at every level. By treating people with the same strategic foresight as capital investment. Planning for the short, medium, and long term; businesses can safeguard continuity, reduce risk, and unlock hidden potential within their teams.