A new global report from Heidrick & Struggles highlights a persistent gap between the importance of CEO succession planning and the priority it receives at board level—raising questions about leadership continuity across organisations, including associations.
The Route to the Top 2025 report examines the state of CEO succession planning worldwide, drawing on insights from boards and senior executives to assess how organisations approach one of their most critical governance responsibilities. Its central finding is striking: only 26% of CEOs and board members surveyed consider succession planning a top priority, despite its direct impact on organisational stability and long-term performance.
The report identifies three dominant mindsets shaping board behaviour. Some boards treat succession planning as a top priority, embedding it into ongoing governance discussions and viewing it as a shared responsibility rather than a one-off exercise. Others regard it as an occasional priority, acknowledging its importance but allowing it to slip behind more immediate operational concerns. A third group places succession planning as a low priority, addressing it infrequently or not at all—often due to limited engagement or perceived lack of urgency.
Beyond board dynamics, the report notes a growing expectation for greater executive involvement in succession processes. Many CEOs are seeking broader input from senior leadership teams, reflecting a shift toward more transparent and development-focused approaches to leadership transition. The findings suggest that boards which engage earlier and more consistently are better positioned to manage change and reduce disruption when leadership transitions occur.
For associations, where leadership continuity often underpins member confidence and strategic direction, the report carries clear relevance. Unlike corporate environments with deeper executive pipelines, associations frequently operate with lean leadership structures, making succession risk more acute. The report underscores the need for boards to move from reactive planning to deliberate, long-term leadership development.
By reframing succession planning as an ongoing strategic responsibility, rather than a contingency issue, Route to the Top 2025 provides a reference point for organisations seeking to strengthen governance resilience and ensure leadership readiness in an increasingly complex operating environment.
