Succession management has been traditionally consid- ered a necessary human resources system in most com- panies, with the purpose of identifying replacements for senior executives who would eventually depart the orga- nization. Few, if any, regarded the practice as being use-
ful for developing or retaining talented individuals in the lower rungs of the organizational hierarchy. It was assumed that top managers were in place for the dura- tion, until an unfortunate circumstance (a health prob- lem, an accident, etc.) removed them from their places.