CIO South Africa engaged with two leading IT executives to explore the essential skills and competencies they prioritise when identifying potential successors within their teams.
Josh Souchon, group CIO at Sasfin Bank, and Masebolelo Gaeganelwe, CIO at South African Forestry Company Limited (SAFCOL), shared their diverse approaches to succession planning.
Choosing a successor is never easy for leaders, but as Josh suggests, keeping the process simple as a start can make it more focused. He emphasises leadership potential, attitude, drive and ambition as the key traits in a potential candidate
At a practical level, Josh, in the main, relies on three succession planning principles:
- Plan for all key roles including the CIO’s own role
- Plan succession over the following periods – immediate, short term (one year), medium term (two to three years) and potentially longer term (three to five years and more)
- Go-to market (looking externally) is always an option if internal succession resources don’t exist though preference should be given to developing internal talent with more than one resource per role, if possible.
According to Josh, Sasfin has implemented initiatives like an annual training and development plan tailored to each individual's personal aspirations, ensuring that the succession plan is aligned with the evolving technological landscape and the strategic goals of the business.
He shared a succession plan success story within his own IT department and the factors that contributed to it. “Sasfin has had high continuity and stability at a very senior resource level though we have a few examples,” he explains. “One and two levels below the leads: in the digital space, as my role evolved over the years at Sasfin, I identified the new chief digital officer (CDO) to assume this part of my role. He was developed over several years from a development team lead to a manager to CDO.
“He followed a similar process within his team by identifying the senior developer with the highest leadership potential and then developing her management and leadership skills over several years as she moved from senior developer to team lead to manager, and then head: digital solutions.”
An eye for technical proficiency
“When identifying potential successors, I prioritise technical proficiency, which includes a deep understanding of the current ICT infrastructure and business context, combined with a keen interest in emerging technologies,” says Masebolelo.
“Strong leadership skills are essential, particularly the ability to inspire team members and communicate effectively with diverse stakeholders. I also value critical thinkers who have demonstrated a proven track record of effective problem-solving.”
For Masebolelo, initiatives that involve creating opportunities for potential successors to lead significant projects, allowing them to gain real-world experience in managing complex challenges, go a long way.
“For instance, when a fixed-term contractor left, one team member was entrusted with their responsibilities, providing them with the chance to join the management team,” she explains. “This role also gave them exposure to presenting their area at ICT steering committee meetings. We incorporate these responsibilities into their performance KPIs and measure effectiveness through performance reviews, feedback from internal stakeholders, and the achievement of developmental milestones.”
Striking a balance
Josh and Masebolelo share similar sentiments when it comes to looking for a successor.
However, leaders often have to strike a balance between the need for internal promotions with the possibility of bringing in external talent during the succession process, which is not an easy task. “Our approach is guided by a clear company framework that considers current competencies and future needs,” Masebolelo notes.
“Our primary focus is on growing internal talent to maximise cultural alignment and supplement with external talent where no internal option exists in the short to medium term,” Josh adds.
Safcol uses a clear company framework that considers current competencies and future needs in their approach.
“This framework helps determine when to promote internally and when to seek external talent. We prioritise internal candidates who show strong growth potential, while also staying open to external hires who offer unique skills or perspectives. Bringing in external talent can complement and challenge the existing team, ensuring a healthy balance of fresh ideas and organisational continuity.”
It’s also an exciting time for Masebolelo and her team as the process of identifying the next great leader within her IT team is underway. She’s crossing her fingers that all goes well, but notes that the success of this process will depend on the individual’s commitment, the mentorship provided by management, and the support from cross-functional teams.
“A smooth transition will require a well-structured handover, clear communication, and ongoing alignment with the organisation’s strategic goals,” Masebolelo adds.
