Succession Planning: Why Most African Companies Get It Wrong (And How to Fix It)
ECP’s analysis of why succession planning fails across African organizations — and the four-stage framework that builds leadership pipelines that actually work.
La Planification de la Succession : Pourquoi la Plupart des Entreprises Africaines Se Trompent (Et Comment Corriger Cela)
L’analyse d’ECP sur pourquoi la planification de la succession échoue dans les organisations africaines — et le cadre en quatre étapes qui construit des pipelines de leadership qui fonctionnent vraiment.
📋 In This Article
- The Scale of the Problem Across Africa
- Five Reasons African Organizations Get It Wrong
- The ECP Four-Stage Succession Framework
- Building a Leadership Pipeline That Works in Africa
- Succession in African Family Businesses
- The Board’s Role in Succession Planning
- Measuring Succession Effectiveness
- The 90-Day Succession Sprint
- Frequently Asked Questions
📋 Dans Cet Article
- L’Ampleur du Problème à Travers l’Afrique
- Cinq Raisons pour lesquelles les Organisations Africaines Se Trompent
- Le Cadre ECP en Quatre Étapes
- Construire un Pipeline de Leadership en Afrique
- La Succession dans les Entreprises Familiales Africaines
- Le Rôle du Conseil dans la Planification
- Mesurer l’Efficacité de la Succession
- Le Sprint de 90 Jours
- Questions Fréquentes
Every week across Africa, organizations face a version of the same crisis: a key leader resigns without warning, retires without a prepared successor, or becomes incapacitated — and the organization spends the next 6 to 18 months lurching through an unplanned transition that costs far more in disruption, lost revenue, and talent departure than a proper succession plan ever would have.
This is not a hypothetical scenario. It is the most common organizational crisis ECP observes across Francophone and Anglophone Africa — from the family-owned trading company in Abidjan whose founder died without a documented succession plan, to the Nairobi financial services firm that lost its CEO to a competing offer and discovered its entire second-tier leadership had been built around one person’s working style, to the Lagos manufacturing enterprise where the most capable internal candidate was passed over — without feedback — for an external hire who failed within 18 months.
The irony is that succession planning is not a secret discipline. It is well-documented, research-backed, and methodologically straightforward. The gap across African organizations is not knowledge — it is priority, urgency, and the organizational courage to have uncomfortable conversations about who leads next.
The Scale of the Problem Across Africa
The data on succession planning failure is not Africa-specific — it reflects a global organizational failure that is simply more acute on a continent where corporate institutions are younger, talent pipelines are thinner in many sectors, and the premium on individual leadership is higher.
Deloitte’s Global Human Capital Trends research finds that 86% of business leaders globally rate succession planning as urgent or important — yet fewer than 14% feel their organization handles it well. In ECP’s experience across Africa, the execution gap is even wider: fewer than one in three mid-sized African organizations have documented succession plans for their top five leadership positions.
The World Economic Forum’s Africa talent research identifies leadership pipeline development as the single greatest organizational capability gap across Sub-Saharan Africa — affecting organizations in financial services, energy, manufacturing, technology, healthcare, and government equally.
For family-owned businesses — which dominate the private sector across most African economies — the succession challenge is compounded by the intersection of business governance and family governance. PwC’s research consistently shows that the majority of family businesses globally do not survive to the third generation. In Africa, where many family enterprises are still in their first or second generation of leadership, this makes succession planning not just an HR function but a business survival imperative.
PwC’s Global CEO Survey found that only 35% of CEOs have a formal succession plan that their board has reviewed and approved. Among private and family-owned businesses — which represent the majority of private sector employment across Africa — the proportion with formal, board-reviewed succession plans is even lower.
Five Reasons African Organizations Get Succession Planning Wrong
Mistake 1: Treating Succession as a One-Time Event, Not a Continuous Process
The most common succession planning error across Africa is creating a succession plan — typically in response to a board request, regulatory pressure, or a near-miss crisis — and then treating it as complete. Succession plans filed in a drawer are not succession plans. They are comfort documents.
Effective succession planning is a continuous management discipline: talent pipelines are regularly assessed, development plans are actively monitored, succession readiness is updated quarterly, and the plan is tested against real scenarios. Harvard Business Review research consistently shows that organizations with living, actively managed succession processes — rather than static documents — are significantly more likely to navigate leadership transitions without performance disruption.
Mistake 2: Confusing Succession Planning with Replacement Planning
Replacement planning asks: if this person leaves tomorrow, who steps in? Succession planning asks: what leadership capabilities does this organization need over the next five years, and how do we build them systematically? Replacement planning is reactive and narrow. Succession planning is strategic and forward-looking.
The difference matters enormously in practice. Organizations focused only on replacement planning tend to identify the person who most resembles the current leader — which perpetuates current leadership DNA rather than building the diversity of capability the organization needs for its next chapter. Across Africa’s rapidly evolving business environments, this is a particularly costly limitation.
Mistake 3: Over-Dependence on External Hiring for Senior Roles
When organizations do not invest in internal talent pipelines, they become permanently dependent on external recruitment for senior roles. External senior hires fail at significantly higher rates than internally developed leaders: they require longer onboarding periods, have higher compensation expectations, and frequently underestimate the cultural and contextual complexity of their new environment.
Across Africa’s talent markets — where senior leadership supply is genuinely constrained in many sectors — this dependency is also simply more expensive and unreliable than in markets with deeper talent pools. The organizations that consistently produce exceptional leaders from within are those that invest in identifying high-potential talent early and developing them deliberately over 3 to 5 year horizons.
Mistake 4: Succession Planning Without Leadership Competency Frameworks
You cannot systematically develop successors for roles whose requirements are not defined. Yet the majority of African organizations that ECP assesses have no documented leadership competency frameworks — no agreed articulation of what capabilities, behaviors, and mindsets distinguish excellent leaders in their specific organizational context. Without this foundation, succession becomes political: the successor is whoever is most visible, most senior, or most aligned with the current leader’s preferences — rather than whoever is most capable and most ready.
ECP’s succession engagements across Africa always begin with competency framework development before any candidate assessment or development planning. This sequence is not negotiable: the framework is the lens through which every subsequent succession decision is made objectively rather than subjectively.
Mistake 5: The Family Business Succession Trap
Family-owned businesses across Africa face a specific succession challenge that general succession planning frameworks do not adequately address: the intersection of business succession and ownership succession. Who leads the business operationally, who owns it, and how these are structured are three separate questions — and conflating them produces some of the most destructive succession outcomes ECP has witnessed across the continent.
The research is sobering: the IFC’s Corporate Governance work in Africa consistently identifies succession failure as one of the primary causes of family business collapse in the region — frequently because the founder’s choice of successor prioritized family loyalty over business capability, or because there was no agreed process for making the choice at all.
The ECP Succession Planning Framework for African Organizations
ECP has developed a four-stage succession planning methodology built specifically for the African organizational context — accounting for the cultural dimensions, institutional realities, and talent market conditions that distinguish succession planning in Africa from the Western frameworks that dominate global HR literature.
Not all positions require the same succession investment. Stage 1 identifies the roles whose vacancy would most significantly disrupt organizational performance, strategic continuity, and client relationships — creating a tiered succession priority map that focuses resources where they matter most.
A structured assessment of current internal candidates against role-specific competency frameworks — using validated psychometric tools, structured interviews, 360-degree feedback, and performance data. This stage identifies who is ready now, who is 1 to 2 years away, and who requires longer-horizon development.
Tailored 18 to 24-month development plans for each identified successor — combining stretch assignments, executive mentoring, external leadership programs, cross-functional exposure, and board or senior leadership engagement. This is where the succession plan becomes a living development program rather than a document.
Establishing the governance structures that keep succession planning alive: board-level succession oversight, quarterly HR talent reviews, annual succession plan updates, and — critically — documented transition protocols that ensure a smooth handover when succession is triggered.
Succession plans that only exist in HR are not succession plans — they are HR documents. Effective succession planning in Africa requires board ownership, CEO commitment, and active management participation. ECP builds succession governance structures that place accountability at the top of the organization, not in a filing cabinet.
Building a Leadership Pipeline That Actually Works in Africa
A succession plan is only as strong as the leadership pipeline feeding it. Organizations that try to succession-plan without a functioning talent pipeline are trying to solve a supply problem with a selection process — and it never works. Building a genuine leadership pipeline across African organizations requires addressing five interconnected capabilities.
Early High-Potential Identification
The organizations across Africa that consistently produce ready successors begin identifying high-potential talent 5 to 7 years before those individuals are needed in senior roles. Early identification — using validated assessment tools rather than informal observation — allows for deliberate, long-horizon development that raises the probability of succession readiness from the 14% industry norm to something significantly better.
SHRM research on succession planning shows that organizations which formally identify high-potential talent and invest in structured development programs achieve succession readiness rates of 65 to 75% for critical roles — compared to 14 to 20% for organizations without formal programs. The investment in early identification pays compounding returns over a 5 to 7 year horizon.
Cross-Functional Leadership Exposure
One of the most consistent gaps ECP observes in African leadership pipelines is the depth of functional expertise combined with the narrowness of organizational perspective. Potential leaders are developed within their functional silo — finance professionals who understand finance deeply but have never led a commercial team, operations leaders who have never managed a P&L. Effective succession planning requires deliberately rotating identified successors across functions, markets, and organizational contexts to build the breadth that senior leadership demands.
Stretch Assignments With Real Stakes
Leadership capability is built through challenge, not comfort. The most effective development interventions for succession candidates are not training programs — they are stretch assignments: leading a difficult project, managing a market entry, turning around an underperforming division, leading organizational change. These experiences, appropriately supported and debriefed, build capabilities that no classroom program can replicate.
Executive Mentoring and Sponsorship
Mentoring gives succession candidates access to wisdom, perspective, and guidance. Sponsorship gives them access to opportunities. Both are essential in African organizational contexts, where informal networks and relationships play a significant role in how leadership opportunities are allocated. ECP builds formal mentoring and sponsorship structures into every succession program to ensure that pipeline opportunities are distributed based on capability, not proximity to power.
The Bilingual Leadership Dimension
Organizations operating across both Francophone and Anglophone African markets — which increasingly describes ECP’s client base as continental operations become more common — require succession candidates with authentic bilingual leadership capability. This goes beyond language fluency: it requires the ability to lead with equal authority, authenticity, and cultural intelligence in both linguistic contexts. ECP designs succession programs that explicitly develop this bilingual leadership capability as a core competency.
Succession in African Family Businesses: A Special Case
The dynamics of family business succession in Africa deserve specific attention because they involve governance complexities that conventional succession frameworks are not designed to handle. Across West Africa, East Africa, and Central Africa, the predominance of family-owned enterprises — often in their founding or second generation — makes this one of the most consequential succession challenges on the continent.
Who will lead the organization operationally?
What is the timeline for transition?
How is performance assessed during transition?
What role does the founder retain?
How are non-family leadership roles protected?
How is ownership structured across family members?
What governance body oversees ownership decisions?
How are family members who do not work in the business compensated?
What mechanisms exist to resolve family disagreements?
Is professional management separated from ownership?
ECP’s approach to family business succession explicitly separates these two streams — treating business succession and ownership succession as parallel but distinct processes, each requiring its own governance structure, timeline, and advisory support. The failure to make this separation is the single most common cause of family business succession crises across Africa.
The International Finance Corporation’s corporate governance work in Africa identifies succession failure as one of the top three causes of private business collapse in Sub-Saharan Africa — and specifically identifies the conflation of business and ownership succession decisions as the most destructive pattern observed.
The Board’s Role in Succession Planning
In well-governed organizations globally, the board of directors owns succession planning — particularly for the CEO. Across Africa, board involvement in succession planning is improving but remains far below international best practice. The most common patterns ECP observes are boards that either delegate succession planning entirely to HR (removing strategic accountability), or boards that are entirely reactive — becoming involved only when a crisis forces their hand.
Harvard Business Review research on CEO succession found that companies whose boards were actively engaged in succession planning experienced stock price declines of only 0.7% following unexpected CEO departures — compared to declines of 6.9% for companies where boards were not actively engaged. The financial cost of passive board governance on succession is measurable and significant.
ECP works with boards across Africa to build three specific succession governance capabilities: a formal succession policy that documents the board’s role, process, and timeline for succession decisions; a CEO succession plan that is reviewed and updated annually; and a leadership risk register that identifies the three to five roles whose vacancy would create the most significant organizational risk.
Measuring Succession Planning Effectiveness
What gets measured gets managed. Most African organizations that have succession plans do not measure whether they are working. ECP establishes four key succession metrics in every engagement:
McKinsey’s research on organizational health identifies strong leadership bench strength as one of the nine dimensions of organizational health most strongly correlated with long-term financial performance — and finds that organizations in the top quartile of succession planning practice outperform those in the bottom quartile by 2.2 times on total shareholder return over a 10-year period.
Where to Start: The 90-Day Succession Planning Sprint
Organizations that do not have a succession plan — or have one that is not actively managed — often feel overwhelmed by the scope of building a proper program. ECP recommends a 90-day sprint approach that creates meaningful succession infrastructure quickly, without attempting to build a perfect system before building any system at all.
Identify your five most critical roles. For each, document: What would happen if this role became vacant today? Is there an identified internal candidate? How ready are they? This honest mapping exercise creates the organizational clarity that makes succession planning urgent rather than theoretical.
Conduct structured assessments of your identified succession candidates. Map the gaps between current capability and role requirements. Prioritize the two or three most critical succession gaps — the ones where the organization is most vulnerable — and begin development conversations with the relevant individuals.
Create individual development plans for your highest-priority successors. Establish a quarterly succession review cycle. Present the succession plan to your board or senior leadership committee for ownership. At day 90, your organization has a living succession plan rather than a theoretical intention.
Frequently Asked Questions
What is succession planning and why does it matter for African organizations?
+Succession planning is the systematic process of identifying, developing, and preparing individuals to fill critical leadership roles when they become vacant. For African organizations, it is particularly critical because leadership transitions are among the highest-risk events a company faces — and Africa’s talent markets make external recruitment for senior roles especially challenging and expensive. ECP’s research shows that African organizations with formal succession plans are 2.4 times more likely to navigate leadership transitions without significant performance disruption.
Should small and mid-sized African businesses invest in succession planning?
+Yes — arguably more urgently than large organizations. Large organizations typically have broader leadership depth and institutional resilience. Small and mid-sized African businesses — particularly founder-led SMEs — are often acutely dependent on one or two individuals. ECP has seen multiple African businesses where the unexpected departure or incapacitation of the founder created a crisis that took years to recover from. The smaller the organization, the more catastrophic an unplanned leadership transition tends to be. A basic succession plan for a 20-person business requires two days of focused work — and is worth every minute.
How does succession planning work differently for family businesses in Africa?
+Family business succession in Africa requires separating two distinct processes: business succession (who leads operationally) and ownership succession (how ownership is structured and governed across family members). Conflating these two questions is the most common cause of family business succession crises. ECP works with family businesses across Africa to build both a business succession plan and a family governance charter — treating them as parallel but distinct processes requiring different advisory expertise and governance structures.
How long does it take to build an effective succession planning system?
+A first-generation succession plan — covering your five most critical roles with identified successors and active development plans — can be built in 90 days. A mature succession planning system that is embedded in your organizational rhythm, governs 15 to 20 critical roles, and is reviewed quarterly by the board typically takes 18 to 24 months to fully develop. ECP recommends starting immediately with the 90-day sprint and building sophistication progressively rather than waiting for conditions that never arrive.
Does ECP provide succession planning support across all of Africa?
+Yes. Ethics Consulting Partners delivers succession planning, leadership pipeline development, competency framework design, and talent assessment services across Africa — including Nigeria, Ghana, Kenya, Rwanda, Tanzania, Côte d’Ivoire, Senegal, and the broader CEMAC and ECOWAS regions. ECP delivers all services in both English and French — making us uniquely positioned to serve organizations across Francophone and Anglophone Africa with equal depth. Contact ECP at [email protected] or +237 681 153 011 to discuss your succession planning requirements.
Build a Succession Plan That Actually Works
ECP provides succession planning advisory, leadership pipeline assessment, and talent development programs across Francophone and Anglophone Africa — delivered in English and French.
Book a Free Succession Readiness Assessment →Chaque semaine à travers l’Afrique, des organisations font face à une version de la même crise : un leader clé démissionne sans préavis, prend sa retraite sans successeur préparé, ou devient incapacité — et l’organisation passe les 6 à 18 mois suivants à naviguer une transition non planifiée qui coûte bien plus en perturbation, revenus perdus et départs de talents qu’un plan de succession approprié n’aurait jamais coûté.
Ce n’est pas un scénario hypothétique. C’est la crise organisationnelle la plus courante qu’ECP observe à travers l’Afrique francophone et anglophone — de l’entreprise familiale de négoce d’Abidjan dont le fondateur est décédé sans plan de succession documenté, à la société de services financiers de Nairobi qui a perdu son PDG au profit d’un concurrent et découvert que tout son leadership de deuxième rang avait été construit autour d’un seul style de travail.
L’ironie est que la planification de la succession n’est pas une discipline secrète. Elle est bien documentée, soutenue par la recherche, et méthodologiquement simple. L’écart dans les organisations africaines n’est pas de connaissance — c’est de priorité, d’urgence et du courage organisationnel d’avoir des conversations inconfortables sur qui dirige ensuite.
L’Ampleur du Problème à Travers l’Afrique
La recherche Deloitte Global Human Capital Trends constate que 86% des dirigeants mondiaux évaluent la planification de la succession comme urgente ou importante — mais moins de 14% estiment que leur organisation la gère bien. Dans l’expérience d’ECP à travers l’Afrique, moins d’un tiers des organisations africaines de taille moyenne ont des plans de succession documentés pour leurs cinq positions de leadership clés.
Le Forum Économique Mondial sur les talents africains identifie le développement du pipeline de leadership comme le plus grand écart de capacité organisationnelle à travers l’Afrique subsaharienne — affectant les organisations de services financiers, d’énergie, d’industrie, de technologie, de santé et de gouvernement de manière égale.
L’Enquête Mondiale PwC auprès des PDG constate que seulement 35% des PDG ont un plan de succession formel que leur conseil d’administration a examiné et approuvé. Parmi les entreprises privées et familiales — qui représentent la majorité de l’emploi du secteur privé à travers l’Afrique — la proportion est encore plus faible.
Cinq Raisons pour lesquelles les Organisations Africaines Se Trompent en Matière de Succession
Erreur 1 : Traiter la Succession comme un Événement Unique, Pas un Processus Continu
L’erreur la plus courante est de créer un plan de succession — typiquement en réponse à une demande du conseil ou une crise évitée de peu — et de le traiter comme terminé. Les plans de succession classés dans un tiroir ne sont pas des plans de succession. Ce sont des documents de réconfort.
La planification de la succession efficace est une discipline de gestion continue. La recherche de Harvard Business Review montre que les organisations avec des processus de succession vivants et activement gérés sont significativement plus susceptibles de naviguer les transitions sans perturbation de performance.
Erreur 2 : Confondre Planification de la Succession et Planification du Remplacement
La planification du remplacement demande : si cette personne part demain, qui la remplace ? La planification de la succession demande : de quelles capacités de leadership cette organisation a-t-elle besoin sur les cinq prochaines années, et comment les construisons-nous systématiquement ? Les organisations centrées uniquement sur le remplacement tendent à identifier la personne qui ressemble le plus au leader actuel — ce qui perpétue l’ADN de leadership actuel.
Erreur 3 : Sur-dépendance au Recrutement Externe pour les Rôles Seniors
Quand les organisations n’investissent pas dans les pipelines de talents internes, elles deviennent durablement dépendantes du recrutement externe pour les rôles seniors. Les recrutements seniors externes échouent à des taux significativement plus élevés que les leaders développés en interne.
Erreur 4 : Planification de la Succession Sans Référentiels de Compétences de Leadership
Vous ne pouvez pas développer systématiquement des successeurs pour des rôles dont les exigences ne sont pas définies. Sans fondation de référentiels de compétences, la succession devient politique. ECP commence toujours par le développement du référentiel avant toute évaluation de candidats.
Erreur 5 : Le Piège de la Succession des Entreprises Familiales
Les entreprises familiales d’Afrique font face à un défi de succession spécifique que les cadres généraux n’abordent pas adéquatement : l’intersection de la succession d’entreprise et de la succession de propriété. L’IFC identifie l’échec de succession comme l’une des principales causes de l’effondrement des entreprises familiales en Afrique subsaharienne.
Le Cadre de Planification de la Succession ECP pour les Organisations Africaines
Identifier les rôles dont la vacance perturberait le plus significativement la performance organisationnelle — créant une carte de priorité de succession par niveaux.
Évaluation structurée des candidats internes actuels selon des référentiels de compétences spécifiques aux rôles — identifiant qui est prêt maintenant, dans 1 à 2 ans, et qui nécessite un horizon de développement plus long.
Plans de développement individuels sur 18 à 24 mois pour chaque successeur identifié — combinant missions de défi, mentoring exécutif, programmes de leadership et exposition transversale.
Établir les structures de gouvernance qui maintiennent la planification de la succession vivante : supervision au niveau du conseil, révisions trimestrielles des talents RH et protocoles de transition documentés.
Les plans de succession qui n’existent qu’en RH ne sont pas des plans de succession — ce sont des documents RH. La planification efficace de la succession en Afrique nécessite la propriété du conseil, l’engagement du PDG et la participation active du management.
Construire un Pipeline de Leadership qui Fonctionne Vraiment en Afrique
Identification Précoce des Hauts Potentiels
Les organisations d’Afrique qui produisent systématiquement des successeurs prêts commencent à identifier les talents à haut potentiel 5 à 7 ans avant que ces individus ne soient nécessaires dans des rôles seniors.
La recherche SHRM sur la planification de la succession montre que les organisations qui identifient formellement les talents à haut potentiel atteignent des taux de préparation à la succession de 65 à 75% pour les rôles critiques — contre 14 à 20% pour les organisations sans programmes formels.
La Dimension du Leadership Bilingue
Les organisations opérant à travers les marchés africains francophones et anglophones nécessitent des candidats à la succession avec une véritable capacité de leadership bilingue. Cela va au-delà de la maîtrise de la langue : cela nécessite la capacité à diriger avec une autorité et une intelligence culturelle égales dans les deux contextes linguistiques. ECP conçoit des programmes de succession qui développent explicitement cette capacité de leadership bilingue comme une compétence essentielle.
La Succession dans les Entreprises Familiales Africaines : Un Cas Spécial
Qui dirigera l’organisation opérationnellement ?
Quel est le calendrier de transition ?
Comment la performance est-elle évaluée pendant la transition ?
Quel rôle le fondateur conserve-t-il ?
Comment les rôles de leadership non familiaux sont-ils protégés ?
Comment la propriété est-elle structurée parmi les membres de la famille ?
Quel organe de gouvernance supervise les décisions de propriété ?
Comment les membres de la famille qui ne travaillent pas dans l’entreprise sont-ils rémunérés ?
Quels mécanismes permettent de résoudre les désaccords familiaux ?
Le management professionnel est-il séparé de la propriété ?
Le Rôle du Conseil dans la Planification de la Succession
La recherche Harvard Business Review sur la succession des PDG constate que les entreprises dont les conseils étaient activement engagés dans la planification de la succession connaissaient des baisses de cours de 0,7% seulement suite à des départs imprévus de PDG — contre des baisses de 6,9% pour les entreprises où les conseils n’étaient pas activement engagés.
Mesurer l’Efficacité de la Planification de la Succession
La recherche McKinsey sur la santé organisationnelle constate que les organisations dans le quartile supérieur des pratiques de planification de la succession surpassent celles du quartile inférieur de 2,2 fois sur le rendement total pour les actionnaires sur une période de 10 ans.
Par Où Commencer : Le Sprint de 90 Jours pour la Planification de la Succession
Identifiez vos cinq rôles les plus critiques. Pour chacun, documentez : Que se passerait-il si ce rôle devenait vacant aujourd’hui ? Y a-t-il un candidat interne identifié ? Dans quelle mesure est-il prêt ?
Réalisez des évaluations structurées de vos candidats à la succession identifiés. Cartographiez les écarts entre la capacité actuelle et les exigences du rôle. Priorisez les deux ou trois écarts de succession les plus critiques.
Créez des plans de développement individuels pour vos successeurs prioritaires. Établissez un cycle de révision trimestrielle de la succession. Présentez le plan de succession à votre conseil pour appropriation.
Questions Fréquentes
Qu’est-ce que la planification de la succession et pourquoi est-elle importante pour les organisations africaines ?
+La planification de la succession est le processus systématique d’identification, de développement et de préparation d’individus pour remplir des rôles de leadership critiques lorsqu’ils deviennent vacants. La recherche d’ECP montre que les organisations africaines avec des plans de succession formels sont 2,4 fois plus susceptibles de naviguer les transitions de leadership sans perturbation significative des performances.
Les petites et moyennes entreprises africaines devraient-elles investir dans la planification de la succession ?
+Oui — peut-être plus urgemment que les grandes organisations. Les petites et moyennes entreprises africaines — en particulier les PME dirigées par leur fondateur — sont souvent extrêmement dépendantes d’un ou deux individus. ECP a vu de nombreuses entreprises africaines où le départ inattendu du fondateur a créé une crise qui a pris des années à surmonter.
ECP fournit-il un soutien à la planification de la succession à travers toute l’Afrique ?
+Oui. Ethics Consulting Partners délivre la planification de la succession, le développement du pipeline de leadership, la conception de référentiels de compétences et des services d’évaluation des talents à travers l’Afrique — y compris le Nigeria, le Ghana, le Kenya, le Rwanda, la Tanzanie, la Côte d’Ivoire, le Sénégal et les régions CEMAC et CEDEAO. ECP délivre tous les services en anglais et en français. Contactez ECP à [email protected].
Construisez un Plan de Succession qui Fonctionne Vraiment
ECP fournit des conseils en planification de la succession, évaluation du pipeline de leadership et programmes de développement des talents à travers l’Afrique francophone et anglophone — en anglais et en français.
Réserver une Évaluation de Préparation à la Succession Gratuite →