Understanding the value of Succession Planning within an Irish context of Operation and Maintenance (O&M) Projects

The theory of succession planning identifies that succession planning strategies are critical to organisational success operating in competitive environments. However, succession planning is more effective if aligned with succession management and not primarily focused on key designated positions within the organisation. The successes of succession planning strategies are influenced by several variables, succession management, leadership development and knowledge management. The primary research question was to evaluate if management in organisation Y in their experience, support the literature finding that succession planning is critical to an organisation’s success. Objective (1) was to identify if the organisation aligned succession management and planning activities; (2) to identify if organisation Y focusses on the development of staff at all levels, as opposed to designated positions within the business and if they have a leadership development strategy; (3) if the organisations subsidiaries actively engage in the acquiring and sharing of knowledge throughout the wider organisation. The researcher utilised a qualitative approach to gather primary data through semi structured interviews. The data collected from six midlevel management participants chosen through a convenience sample, was analysed to identify themes. The research focus was aimed at organisation Y who operate in the Operation and Maintenance (O&M) sector of Ireland. The study was based on four sub companies whose primary objective is the O&M of motorway infrastructure. The research identified that succession planning was implemented at a very senior level within the organisation, but at an operational level a succession management approach was established. The analysis identified that this strategy is adapted in response to the efficient (lean) and flat structure of the individual four companies. As such promotional opportunities are limited within the companies and a succession management strategy allows the development of staff to benefit the broader organisation. In conclusion it was identified that organisation Y, has invested in leadership development over the last three years in response to an improving economy. This has an added advantage of improving job satisfaction and staff retention within the organisation. The organisation places a great emphasis on acquiring and capturing of explicit knowledge and sharing of both tacit and explicit knowledge through working groups. The operational management personnel at each company has a high degree of tacit knowledge due to the autonomy provided within their roles. The study would benefit from additional research to examine the risks to organisational competitiveness posed by this level of long term autonomy as the economy continues to improve. Further research into succession strategies within other organisations operating within the same sector would provide a deeper insight into the value of succession planning and management initiatives