ABSTRACT
The chapter reviews Panasonic UK’s strategy of developing its own future leaders rather than looking for replacements on the open market. This strategy was pursued through the Panasonic UK (PUK) ‘Future Leaders’ project, the main objectives of which were:
• to investigate the extent of business and financial risk to PUK from significant perforations in its management structure as a result of losing key personnel and knowledge;
• to ascertain employee and management perceptions about managing succession;
• to consider the use of competency models as an approach of assessing managerial ability;
• to assess development programmes for future leaders; • using this research, to make recommendations to PUK regarding the
plan to manage leadership continuity in order to ensure that they have the future skills required for sustainability.
