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With succession planning a top priority among Talent Edge Weekly readers, I wanted to share this new report published on the Harvard Law School Forum on Corporate Governance and developed by The Conference Board in partnership with Heidrick & Struggles. It identifies CEO succession and leadership pipeline strength as the top board governance priority for 2026. A few stats: more than 11% of S&P 500 CEOs are in the 65–69 age bracket, up from just over 7% in 2017, while the 55 to 59 age group, long seen as a prime succession pool, has dropped from 36% in 2018 to 25% in 2025. In addition, 61% of CEOs and directors expect succession planning to carry more influence on company valuation over the next five years, driven by investor scrutiny of leadership pipeline depth and the signaling value of proactive leadership transitions that demonstrate strategic intent. As a reflection, what narrative are you telling your board about the state of succession planning within your organization? Is it proactive and data-informed or reactive and anecdotal? And does it connect pipeline strength directly to business strategy and long-term value? To spark some of your thinking, I am resharing CEO Succession: 10 Pitfalls Boards Must Avoid and the CHRO Practices That Help by the Center for Executive Succession and the CHRO Association.
