The CIO Perspective: Succession Planning

In today’s fast-evolving business landscape, succession planning is no longer a nice-to-have but a strategic imperative. 

Done well, succession planning secures long-term business continuity, cultivates future-ready leaders and protects institutional knowledge. 

To understand how South African organisations are tackling this challenge, we interviewed several CIOs across industries. Their insights paint a picture of what effective succession planning looks like - and where it often falls short.

A strategic pillar, not a back-up plan.

For Alec Davis, CIO of GrowthPoint, succession planning is foundational to organisational stability and continuity. GrowthPoint integrates structured processes, such as psychometric evaluations and skill assessments, to identify and prepare high-potential talent.

David Price, CIO of Life Healthcare, echoes this sentiment, noting that while their succession planning is still maturing, it is becoming increasingly deliberate and formalised. “We are, however, still in the early stages of fully appreciating the benefits.”

Insight: For successful succession planning, it is important to treat it as a long-term strategic investment, not a reactive measure. Organisations that embed it into the business rhythm, aligning it with leadership development, workforce planning and even risk management, are most likely to succeed.

There is not a one-size-fits-all approach

Different industries - and even different organisational models - shape the way succession is approached.

Discovery's CIO, Derek Wilcocks, points to their federated structure and dynamic needs as the reason for favouring flexibility. 

AVI’s CIO Eugene van der Merwe, places heavy emphasis on deep technical fluency in the CIO role, ensuring successors are equipped to navigate complex technological landscapes. 

Jorg Fischer, CIO of Standard Bank, on the other hand, emphasises the need for a strong business perspective. 

Nomonde White-Ndlovu, CIO of Bidvest Bank, brings another layer: "You need someone who’s technically sound, can manage upwards and downwards, lead on the ground, and explain themselves," she says. 

Insight: Tailoring succession plans to an organisation’s operating model and culture increases effectiveness. The competency framework for successors must evolve based on business strategy, whether that calls for deeper tech fluency, broader commercial acumen or transformational leadership. A one-size-fits-all approach to succession planning is therefore inadequate.

Organic planning: Building from within

The CIOs interviewed made it clear: succession planning can’t be an afterthought. It needs to be deliberate, structured, and built into every layer of the organisation. One executive highlighted that for such efforts to be effective, the process must be both comprehensive and transparent, ensuring that employees clearly understand the criteria for progression and leadership readiness. 

Franz Hirschberg, former CIO at BAT Sub-Saharan Africa and current Head of IDT for BAT's APMEA North region, shares how BAT’s Capability Academy, which focuses on leadership and commercial acumen, prepares future leaders for higher roles. 

Davis meanwhile highlights GrowthPoint’s focus on developing internal talent through structured programmes, including sponsorship for studies up to an MBA level. 

This investment in education ensures employees are equipped with the necessary skills and knowledge to advance within the company, aiding in employee retention.

Van der Merwe describes a multi-level approach within AVI, emphasising internal promotions and preparing employees through targeted training and mentorship.

Kim Sim, CIO Mr Price Group supports this, noting their intentional approach to identifying high-potential employees and developing tailored plans. 

Fischer points to Standard Bank’s stringent succession planning process, aligned with their people strategy while Price highlights partnerships with human capital teams to lay down succession “building blocks” at Life Healthcare.

White-Ndlovu describes Bidvest Bank’s structured approach, including identifying emergency successors and providing learning opportunities.

Insight: Aligning succession planning with broader organisational strategies ensures a cohesive approach to leadership development. When done well, organic succession planning boosts retention and engagement. Key elements include clear career paths, transparent criteria and integrated talent reviews. 

Inorganic development: Learning on the job

While formal plans are critical, much of succession readiness is forged in the field. 

Growthpoint’s Davis mentors his successor by gradually increasing responsibility - “including presenting meetings solo”.

Tshifhiwa Ramuthaga, former CIO of Barloworld, recalls her mentor “was very deliberate about moving people forward, pushing them to grow outside their comfort zones”.

AVI’s Van der Merwe exposes potential successors to various aspects of his role, ensuring they are well-prepared for leadership positions, broadening their business literacy and leadership capacity.

Insight: Informal, on-the-job development is often what differentiates a high performer from a future leader. Intentional stretch assignments, job shadowing and executive exposure accelerate readiness in ways that training alone cannot.

The importance of mentorship

Mentorship repeatedly emerged as a cornerstone of effective succession, providing a platform for knowledge transfer and skill development.

GrowthPoint’s Davis notes the importance of mentorship in preparing future leaders by gradually increasing their responsibilities. "Occasionally, I’ll take leave during a risk committee meeting so my successor can present without me," he explains.

The multi-award-winning Ramuthaga highlights the importance of deliberate talent management and leadership development.

Insight: Effective mentorship is not just about knowledge transfer - it’s about confidence-building and decision-making exposure. Formalising mentorship programmes and tracking outcomes can enhance ROI.

Microlearning and strategic networking

Succession planning is no longer confined to vertical career ladders.In addition to formal education and mentorship, microlearning and networking are essential components of a robust succession plan.

Networking opportunities, both within and outside the organisation, play a vital role in professional development, fostering connections that enhance learning and growth.Ridwan Khan, CIO of Clicks, notes the importance of cross-pollination and end-to-end business knowledge. 

Life Healthcare’s Price highlights the importance of adaptability and continuous learning in the rapidly evolving IT landscape. Future CIOs, he says. need to be quick learners, adaptable to new technologies and capable of thinking in new ways.

Insight: Integrating microlearning - bite-sized, just-in-time education - into leadership development supports agility. Pairing this with internal and external networking expands mindsets and prepares future leaders for broader roles.

Finally, succession planning, as articulated by South Africa’s top CIOs, is not a checkbox - it’s a living strategy that requires a blend of formal structure and informal cultivation, technical and business acumen, and proactive investment in people. By investing in employee development and providing growth opportunities, organisations can ensure a seamless transition of leadership and maintain their competitive edge. Odgers Berndtson recommends organisations consider the following best practices:

• Proactive and ongoing planning: Succession planning should start early and be a continuous process, with regular reviews to ensure it remains relevant.
• Transparency and communication: Clear and regular communication about the succession planning process empowers employees and allows them to align their career goals with organisational needs.
• Considering a diverse talent pool: Both internal and external candidates bring unique perspectives. Consider these candidates to benchmark and select the best talent for the role.
• Leadership development and mentorship: Organise in-house leadership training sessions and encourage mentorship to build future leaders, focusing on key skills like communication, team management, and decision-making.

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