1 Vision and Strategy
Succession Planning is driven by strategy
An organization that has a well-defined mission, vision and set of strategic goals will be in a better position to define the leadership qualities and personnel needed to implement these long-term succession aims.
Good practice is for succession planning to be incorporated in the organization’s operational strategy and aligned with your strategic goals. This will enable the organization to:
- Identify key needs and roles for succession
- Develop a clear understanding of the capabilities required to undertake those roles
A Vision is a positive picture of the future. Your vision should be an inspiring, attractive, yet realistic idea of what your organization can become. A vision can be any length, but it is recommended that you keep it short and memorable.
Example: WAGGGS’ Vision 2005 - 2011 is… “A growing worldwide Movement – the voice of girls and young women who influence issues they care about and build a better world”
This is going to change and the vision of an organization changes its’ vision in line with its’ evolving focus and aspiration.
A Mission is a statement of your purpose and of what your organization does.
Example: WAGGGS’ Mission is… “To enable girls and young women to develop their fullest potential as responsible citizens of the world.”
Strategic goals are specific, measurable aims relating to your Vision
Example: WAGGGS’ Goals are:
- Leadership development
- Strong and growing Member Organizations
- The voice of girls and young women
Example of a succession planning strategy for an organization
|
Subject |
Content |
Responsible for |
|
Vision |
Our Organization wants to Board be ….. by providing …… for members to …………… |
Board |
|
Mission |
(What is the association’s core business) |
Board/assembly |
|
Target Members |
Members |
Assembly after groups |
|
Strategy 20xx – 20yy |
In the period 20xx – 20yy we want to: |
Board
|
|
Goals 20xx – 20yy |
To implement the above strategy our success rates for each strategic element are: A Increase ….. by z % |
|
|
Key roles and positions for this period |
Chief Executive (CEO) |
Board |
|
Risk Assessment of the organization |
A risk assessment of the organization carried out looking at positions and organization defining areas of high and low risk, e.g., what would be the risk to the if the Chief Executive or Chief Commissioner left? |
Board |
|
|
|
|
|
Substitution |
• Deputy fully informed policy for |
Board |
|
Talent pool strategy |
All registered (with confidentiality) talent pool members • Assess their potential yearly project group of |
Board – implementation delegated to a designated trainers and |
|
Talent development policy |
All registered talents for key positions are offered |
Board and administration/ |
|
Policy for important document |
All information is registered and kept confidentially according to current laws management and rules |
Board and administration/ headquarter |
|
Any other comments |
|
|
Target Groups
The groups that we are the most concerned with in a specific scenario- those that we wish to reach and to have understand us. Target groups in this publication relate specifically to decision making bodies on a national, regional or international level within WAGGGS.
Risk Level
Risk management is a validation system that has been used within WAGGGS and the World Centres. It is based on a scale of 1-5 (1 being the lowest risk (risky if you provoke it), 3 (there are safety instructions that are prepared and should be followed), 5 being the highest (don’t touch- serious and immediate precautions need to be taken)) determining the seriousness and possibility of a specific risk. This system helps an organization to early on identify: how bad a situation is if it happens, and how big the damage may be.
(Please see section 8.1 on Risk Management in the WLDP Management Skills Module for further information).