Case study · Leadership depth and succession
Building Leadership Depth Beyond the HOD
The intervention supported department heads and second-line leaders to distribute decisions, transfer knowledge and build repeatable departmental systems over twelve months.
Reference case · Illustrative figuresThe impact
A stronger second line reduced avoidable dependence on HODs
These reference measures show the movement from the starting condition to the outcome the intervention was designed to strengthen.
The figures are illustrative reference values from the Impact in Action portfolio; they are not independently verified client results.
- Department heads
- 12
- Second-line leaders
- 36
- Duration
- 12 months
The change in numbers
Before and after.
Each indicator has its own scale and unit.
Changes are shown in plain language.
Alignment increased by 23 percentage points.
Higher is betterSecond-line ownership increased by 26 percentage points.
Higher is betterDecisions resolved below HOD increased by 28 percentage points.
Higher is better23 fewer avoidable escalations per month; approximately 31% lower.
Lower is betterSuccession readiness increased by 31 percentage points.
Higher is betterThe figures are illustrative reference values from the Impact in Action portfolio; they are not independently verified client results.
How to read these figures
Five separate before-and-after indicators are retained. The escalation reduction from 74 to 51 per month is rounded to 31%. Succession readiness is the source's indicator, not a guarantee of role replacement.
Too much depended on the availability of one leader
Capable heads of department remained the decision point for too many issues. Their experience helped departments function, but this dependence limited time for strategic matters and development of the next leadership level. Continuity was vulnerable when knowledge and authority stayed concentrated.
Delegation needed capability and a clear operating structure
The issue was not a lack of leadership intent. Second-line ownership stood at 55% in the reference baseline, and 43% of decisions were resolved below HOD level. Leaders needed clarity about what could be delegated, the judgement required and when a decision should return to the department head.
Leadership depth was developed while departmental systems were strengthened
The journey combined HOD alignment, second-line ownership, delegation and decision matrices. Leadership routines gave expectations a repeatable place in departmental management. Succession identification and knowledge transfer connected immediate responsibility with longer-term continuity.
- 01
Align responsibility
Agree direction, delegation boundaries and second-line ownership.
- 02
Build continuity
Connect decision matrices, knowledge transfer and succession development.
- 03
Embed the routines
Put department-owned systems and leadership practices into regular use.
A stronger second line reduced avoidable dependence on HODs
The reference scorecard shows alignment rising from 61% to 84%, second-line ownership from 55% to 81%, and decisions resolved below HOD level from 43% to 71%. These are related but distinct measures of direction, responsibility and decision distribution.