Research by Robert Walters suggests that many Irish organizations lack a clear leadership succession plan.
Leadership often defines an organization and Robert Walters has published data showing that many companies are not as ready for the coming changes as they should be.
The report found that, of those who contributed their data, only 16pc of organizations had a leadership tracking system in place. More than 40pc of Irish companies do not have a plan in place and 7pc are not sure if they do. At the same time, 72pc of Irish leaders say they have a shortage of top talent, with half describing the shortage as a critical issue.
“There is a clear gap between how the organizations concerned are short of top talent and how ready they are to change leadership,” said Suzanne Feeney, country manager at Robert Walters Ireland.
He added, “In many organizations, hierarchy has historically been handled formally, but now it operates in a much more complex environment than a few years ago.
“Advances in artificial intelligence, political uncertainty and economic pressures are all contributing to frequent leadership turnover. With only one in five businesses having an established succession plan, many are putting themselves at serious operational risk.”
Pipeline pressures
Securing and retaining skilled professionals is a key issue for employers in 2026. The latest Data Salaries and Job Sentiment Analysis 2026 The report, published by the Analytics Institute and SAS, highlighted the growing challenges faced by organizations looking to expand their data capabilities.
The report found that 64pc of organizations have future plans to increase the size of their data teams in an environment where 70pc of professionals explained that it is unlikely to change employers this year.
Commenting on the Robert Walters report, Adam Gordon, global head of talent development at Robert Walters’ said, “Leadership continuity can be a challenge for organizations of all sizes, from SMEs to the world’s most respected companies.
“Top talent is one of the most difficult resources to replace and finding a long-term replacement can take time. Interim leaders can play an important role here by maintaining stability and ensuring critical decisions continue to move forward while organizations evaluate their long-term options.”
Research by Robert Walters also points to challenges in developing future leaders, with the report suggesting that nearly two-fifths (38pc) of participants struggle to identify and develop strong successors within their business.
Feeney said, “Many organizations have talented people within, but identifying future leaders early and providing them with the right opportunities for development requires a deliberate effort.
“At its core, succession planning is about futureproofing an organization, building a strong leadership pipeline that combines internal succession and external recruitment to ensure organizations have the resilience they need for the long term.”
Undoubtedly, the workplace of today’s workforce is changing rapidly in 2026. A previous report from Robert Walters, earlier this year, found that changes in remote and in-person systems could force skilled workers to increase their engagement at work.
More than half (59pc) of Irish workers donating said they want their workplace to be welcoming microshifting schedulewhere Feeney notes that microshifting has the potential to increase engagement, accountability and even time spent in the office.
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