Globally organizations are struggling to develop the leaders they need to thrive. In the U.S., between half and three quarters of senior managers are due to retire by 2010. The world watched as analysts, shareholders and employees monitored attentively the succession management at Microsoft earlier this year as Bill Gates stepped out of his long time role in the company he co-founded. It’s not enough to have a replacement plan. To sustain business growth or even just stay competitive, organizations need to closely align talent needs with strategic context.

I had the pleasure of moderating a timely and compelling presentation in which Jeff Shiraki, Vice President at Hay Group and Ron Garonzik, Vice President, Hay Group highlight the impact of succession management of top teams on sustainable business performance. The webcast: Top Teams and Succession Management shows how to align key leadership roles with the strategic context, and the role of a great top team in preparing for the leadership challenges of the future. I find particularly interesting Shiraki and Garonzik requirements necessary to identify and measure the “risk” of talent moves in building bench strength for the future leadership of your company.

Companies known for talent development have CEOs and leadership teams that make talent a top priority. Managers at all levels are accountable for creating a work climate that motivates employees to perform at their best. Leadership teams receive special training to help them work together more effectively. A great leadership team ensures that the investment in development results in the right number of people, of the right quality ready when the organization needs them now and in the future. Share your organizational experience and thoughts!