Succession & Executive Talent Stewardship for Boards
A board that has not planned succession has planned an emergency. Talent stewardship is the board’s longest-horizon duty — and its most avoided.
Format
Classroom · Virtual
Upcoming sessions
Pick a session to applyADMISSIONS OPENThe programme
Nothing a board decides outlasts its choice of chief executive — yet succession is the agenda item forever deferred. This programme gives nomination committees and boards a working discipline: the standing succession plan that distinguishes emergency cover from planned transition; assessing internal candidates without politicising the executive floor; using external search without being captured by it; and the wider duty — a pipeline of executive talent deep enough that the institution never negotiates from weakness.
What you will do
Who attends
Nomination and governance committee members; board chairs; CHROs who support succession; CEOs planning their own transition.
Programme agenda
Built for the decisions no textbook prepares you for
I.The standing plan
- Emergency cover versus planned transition — two plans, not one
- The criteria conversation: what the next strategy actually requires
- Reviewing the plan annually without theatre
II.Assessing and choosing
- Internal candidates: development, assessment and dignity for the unchosen
- External search: mandates, shortlists and reference discipline
- The decision meeting: process strong enough to defend
III.Beyond the CEO
- The executive pipeline as a board-level metric
- Retention risk at the top: reading it before the resignation
- The first year after the handover: oversight of the transition itself
Frequently asked
Who is the succession programme designed for?
Nomination and governance committee members, board chairs, the CHROs who support succession, and CEOs planning their own transition. It gives the people who own the decision a shared working discipline.
Does the programme cover more than CEO succession?
Yes. Beyond the standing CEO plan — emergency cover and planned transition treated as two plans, not one — it works internal candidate assessment without politicising the executive floor, the governance of external search, and oversight of the wider executive pipeline as a standing board duty.
Can a board take the programme in-house, and in which languages?
Yes. BIZENIUS delivers in English and French, and a tailored in-house edition can be built around a board’s own succession plan and committee structure. Sessions run on a rolling calendar — dates confirmed on request — with fees and quotations provided on enquiry.
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In their words
Knowledge transfer, emphasised throughout
“We worked with BIZENIUS for our Fresh Graduates Programme — they are simply amazing. Knowledge transfer and practical learning were emphasised throughout.”
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Take the brochure with you.
One request — the full agenda, the faculty and the next cohort dates, sent personally by the admissions team.