How Boards Can Future-Proof Leadership Pipelines

In today’s fast-changing world, building a robust leadership pipeline isn’t just an HR issue – it’s a board-level imperative. Boards are facing a perfect storm of challenges: digital disruption, shifting talent markets, and growing succession risks. Yet research finds that only about 36% of boards feel their talent discussions are adequate (Deloitte, 2023). This gap can leave organizations exposed. In this article, we explore why boards must own the future of their leadership bench, what global and African trends mean for talent, and how real companies have succeeded – or stumbled – when pipelines were strong or weak.

Board-Level Focus on the Leadership Pipeline

Future-proofing leadership starts in the boardroom. By charter, boards are responsible for succession planning at the highest levels (Harvard Business Review, 2021). Boards don’t run day-to-day operations, but they do ensure senior leaders are ready and accountable. As one Deloitte expert notes: “Think about what the board is responsible for in terms of people – it’s about succession planning for the most senior people in the organization.” (Deloitte, 2023). In practice, this means boards should frequently review the readiness of the C-suite and clarify contingency plans: “Boards should be having frequent discussions around succession preparedness,” including “What is our plan if something happened to the CEO? The CFO?” (Deloitte, 2023).

• Agenda priority: Make CEO and top-team succession a standing board agenda item. Boards need to interrogate whether there is “a clear internal plan with a good range of candidates” or if they are placing all eggs in one basket. As leadership experts warn, relying on a single hand-picked candidate “exposes the firm to greater risk” (McKinsey, 2022).
• Strategic oversight: Ensure the leadership pipeline aligns with corporate strategy. Workforce planning should be as deliberate as financial planning, with boards asking tough questions about bench strength and development investments. For example, Deloitte found that 42% of companies rank “aligning workforce investments with strategy” as a top board priority (Deloitte, 2023). In other words, boards must tie succession to long-term goals, not treat it as an afterthought.

Board oversight pays off: when boards actively oversee talent, companies build resilience. Conversely, neglect can be costly. A Harvard Business Review case illustrates a common scenario: a senior executive quits, the succession list looks good on paper, but “no one feels confident that any of these leaders have what it takes”, forcing a long external search and interim leadership (Harvard Business Review, 2021). The result? Stagnant teams and lost momentum. It’s a cautionary tale: even if you’ve named successors, don’t assume they’re ready. Boards must challenge management to prove readiness, not simply check a succession-box.

Challenges Threatening the Leadership Pipeline

Several headwinds can starve even well-intended pipeline efforts. Boards must understand these threats and address them head-on:

• Talent scarcity and competition: Global labor markets are tight. In Deloitte’s survey, 78% of directors identified “skills and talent availability” as a major risk (Deloitte, 2023). In the United States alone, roughly 10 million jobs remain unfilled despite multi-year recruitment drives (U.S. Bureau of Labor Statistics, 2024). Africa, too, is experiencing a crunch: African firms must compete not only locally but also with multinationals. As one leadership advisor notes, African companies today are “very hungry to develop talent and capability” to compete with global players (Africa Leadership Magazine, 2023). The so-called “brain drain” is slowly reversing, with many skilled Africans returning home. For instance, 70% of African MBA students abroad plan to return to work on the continent (African Development Bank, 2023). Boards should harness this trend by including returning diaspora and diverse talent in succession plans. Indeed, companies like Orange S.A. now fill 71% of their Africa leadership roles with local executives (Orange S.A. Annual Report, 2023), a shift that strengthens home-grown pipelines.
• Digital transformation and skill gaps: New technologies change what leaders need to know. Boards must ensure the pipeline includes digitally savvy, innovative leaders. If succession planning ignores trends like AI or data analytics, a company can find itself with a bench of outdated skills. Deloitte found technology adoption (e.g. AI, automation) is already a top-of-mind issue for boards (Deloitte, 2023). This means boards should ask whether their future leaders have the right digital mindset and learning agility. Reverse mentoring (pairing younger tech-savvy staff with senior executives) and cross-industry experience can help candidates stay future-ready.
• Succession risk: Every founder or CEO’s tenure ends eventually. Boards can’t rely on “we’ll handle it when it happens.” A single sudden departure can cripple an unprepared company. Disney’s recent history is a stark example. After Bob Iger stepped back in 2020, he tapped an insider (Bob Chapek) as successor. But Chapek struggled, and Iger had to return to the CEO role amid slumping performance. Analysts point out that Disney only considered one candidate, rather than cultivating a diverse slate, and this “exacerbated the chances of the skills mismatch” (Forbes, 2023; Wall Street Journal, 2023). The lesson: even high-performing companies can fall prey to succession risk if they don’t broaden their bench.
• Changing workforce expectations and culture: Today’s employees value flexibility, purpose, and inclusion. Boards must ensure the pipeline is not only technically competent, but also able to foster a strong culture. Deloitte’s research highlights that belonging and development are “powerful levers” for retaining leaders and up-and-comers (Deloitte, 2023). A pipeline that neglects diversity or the evolving definition of “work” may fail when those leaders reach the top. Boards should ask whether their candidates reflect the demographics and values of their workforce and markets.

If these challenges aren’t addressed, companies suffer. Take the HBR scenario above (Harvard Business Review, 2021): gaps in development meant no ready successor, triggering turmoil. In contrast, companies that do shore up their bench see the benefits. While hard statistics on “pipeline success” are scarce, one leadership study finds that organizations confident in their internal development are 2.8 times more likely to outperform peers financially (Corporate Leadership Council, 2022). And firms that treat succession strategically are nearly 3.5 times more likely to be recognized as ‘most admired’ (Gallup, 2021). In short, ignoring pipeline issues can hobble growth, while addressing them drives resilience and performance.

Strategies for a Resilient Leadership Pipeline

So what can boards do to fortify the leadership pipeline? Here are proven approaches:

• Make succession continuous, not episodic. Treat leadership development as an ongoing strategy, not just a one-time plan. Boards should oversee a rolling agenda of talent reviews and bench assessments. For example, schedule an annual talent audit: rank key positions, identify gaps, and update development plans. The goal is to never be caught flat-footed. As one board expert says, succession planning happens “over years, not suddenly.” (McKinsey, 2022).
• Diversify and develop the candidate pool. Don’t rely on a single heir. Encourage management to cultivate multiple potential successors for each key role. This can include internal high-potentials, former executives, or external hires. As Disney’s case shows, having “a good range of candidates” is critical (Forbes, 2023). Boards can require management to explain how they are expanding and diversifying the pipeline – for instance, by rotating mid-level leaders through international assignments or pairing them with mentors. Development programs, internships, and leadership academies can accelerate bench strength, too.
• Leverage external expertise. Boards shouldn’t do this alone. Executive search and advisory firms bring an outsider’s perspective on talent and market trends. They can help benchmark leadership profiles and identify blind spots. For instance, firms like Sapphire Human Capital specialize in assessing pipelines across African and global markets. They can run “rehearsal” succession exercises or simulate emergency transitions to test readiness. The net result: an honest evaluation and targeted development plan to fill gaps.
• Learn from best-practice companies. Study organizations known for strong succession. One example is Nigeria’s Access Bank. After the sudden death of its CEO, the bank’s prompt leadership handover drew praise as a “relay race” executed smoothly (BusinessDay Nigeria, 2024). This was no accident: Access Bank had quietly invested years in grooming a bench. Its example shows that even in crisis, a prepared organization can maintain momentum. Globally, many leading firms (such as Unilever, Marriott, or Microsoft) consistently rank internal promotions and people development at the top of the agenda. Their boards hold leaders accountable for cross-training and clear career maps. Boards should ask: “What if our CEO had to step down tomorrow? Who would step in?” and expect evidence-based answers.

At the end of the day, future-proofing the leadership pipeline is a strategic board priority. It involves mindset as much as process: recognizing that people are the engine of strategy. Boards must champion a culture of development, keep succession discussions in the room, and insist on real metrics for leadership readiness.For boards and executives committed to building a next-generation leadership bench, partnering with a skilled advisory partner can be transformative. Sapphire Human Capital, for example, brings deep expertise in executive search and advisory across African and global markets. Their team can audit your current pipeline, identify hidden gaps, and co-develop action plans – from individual coaching for high-potential leaders to broad talent strategy realignment. By working with Sapphire, boards gain an ally in ensuring their pipeline isn’t just adequate for today, but built to thrive in tomorrow’s market.Future-proofing your leadership pipeline starts now. Make succession planning as rigorous as any other board function, and get the support you need to make it stick. After all, the strength of your next CEO depends on the work you do with potential leaders today.