Succession and Capability
Capability, not seniority. One consistent way to define, assess and develop leaders across the organisation, and succession plans a board can govern with confidence.
Every level defined by four things.
Our framework measures capability directly, so a board can see whether a person is ready to operate at the next level. It uses a universal scale of five levels from Awareness to Enterprise Authority, with leadership expectations scored alongside technical skill.
Role
The actual job that holds the level, from analyst to chief officer.
Scale
The size and complexity carried, in value, scope, team and portfolio.
Key decisions
The decisions the level is authorised to make and own.
Outcomes
The results the level is accountable for delivering.
Tailored to the industry.
For each client, the framework is tailored to its industry and functions: a five level capability ladder for every function, an assessment question bank and a guide to the roles that matter most.
One framework, four uses.
Succession planning
See who is ready for the next level, who will be ready with development, and where the gaps are.
Talent reviews
Place every leader objectively on the same scale, across functions and business units.
Assessment centres
Score candidates on capability, decisions and outcomes rather than on years of service.
Executive search
Calibrate mandates and shortlists in a shared language with the hiring board.
One number a board can own.
Ready successors รท critical roles
Capability Density is the share of an organisation's critical roles that have a successor ready now or within the year. Not headcount, and not potential one day. It turns a vague worry, whether the bench is deep enough, into something a board can measure, own and review.
Most organisations are stronger at the very top than one layer below it. The first step is simple: name your critical roles, often around twenty, and ask who is ready for each, national successors included.
Readiness before the vacancy.
Successor identification
We assess internal candidates for critical roles against the capability the role will need in three years, not the one it needs today.
Bench strength
We benchmark internal successors against the best available external talent, so the board knows whether its bench is strong or merely familiar.
Transition design
The timing, the sequence and the communication of a handover, so continuity is protected and everyone hears the decision in the right way, at the right time.
Emergency cover
A documented plan for the unexpected departure of each critical leader, reviewed with the board every year.
Is the bench ready for the roles that matter most?
Start with a confidential conversation about your critical roles and the successors behind them. It carries no obligation.