EDITORIAL: A CHANGE IS AS GOOD AS A REST: SHAKING UP BOARD SUCCESSION PLANNING
September 2025 Edition - Written by Lottie O’Conor
The latest instalment in Heidrick & Struggles' Board Monitor 2025 series raises a pertinent question about succession planning: should we treat board refreshment as a strategic discipline?
Historically, board reshuffles have often been quiet, behind-the-scenes processes. But as in a rapidly shifting business landscape, where the only certainty seems to be uncertainty and volatility, the importance of bulletproof strategic planning cannot be overestimated.
According to the H&S statistics, ‘only 47% of CEOs and directors are confident their board refreshment practices are positioning them well for the future.’ This is a sobering statistic. If over half of leaders don’t feel like their processes are up to scratch, what does this mean for the company as a whole?
In this environment, the key to survival is ‘strategic refreshment.’ This approach means leaders don’t sit back and wait for ‘retirement, external pressure, or internal dysfunction to refresh the board. They evolve proactively - because they know stagnation is the enemy of sustained performance.’
Despite the advantages of this approach, the report found that there is still a gap between understanding and proactive action.
Only 28% of directors see refreshment as a strategic priority and act accordingly
52% recognize its importance but allow other priorities to overshadow it.
19% do not see it as a priority
We’ve spoken a lot recently about the changing role of the board, and why boards may be playing an increasingly active role in the face of global uncertainty and rapid change. The biggest lesson from this report seems to be that it is regular maintenance, not emergency measures that will guarantee the health of the board and in turn, the strength and performance of the company overall.
‘The expectations are clear: stakeholders and shareholders alike want to see strategically aligned, transparent, and resilient governance—not just in policy, but in practice.’
You can read the full report here.