Robert Walters research suggests that many Irish organisations are lacking a clear leadership succession plan.

Leadership often defines an organisation and Robert Walters has published data indicating that a number of companies are not as prepared for upcoming changes as they should be. 

The report found that, of those who contributed their data, just 16pc of organisations have a leadership succession plan in place. More than 40pc of Irish companies have no plan in place whatsoever and 7pc are unsure whether one currently exists or not. At the same time, 72pc of Irish leaders said they have a shortage of senior talent, with half describing the shortage as significant.

“There is a clear gap between how concerned organisations are about senior talent shortages and how prepared they are for leadership change,” said Suzanne Feeney, the country manager at Robert Walters Ireland.

She added: “In many organisations, succession planning has historically been handled informally. But they are now operating in a far more complex environment than they were even a few years ago. 

“Advances in artificial intelligence, geopolitical uncertainty and economic pressures are all contributing to more frequent leadership transitions. With only one in five businesses having an established succession plan, many are leaving themselves exposed to significant operational risk.”

Pipeline pressures

Securing and retaining skilled professionals is a key issue for employers in 2026. The recent Data Salaries & Job Sentiment Analysis 2026 report, published by Analytics Institute and SAS, highlighted the growing challenges being experienced by organisations looking to expand their data capabilities. 

The report found that 64pc of organisations have future plans to increase the size of their data teams, whereas 70pc of professionals explained that they are unlikely to change employers this year. 

Commenting on the Robert Walters report, Adam Gordon, the global head of talent development at Robert Walters, said: “Leadership continuity can be a challenge for organisations of every size, from SMEs to the world’s most recognised brands.

“Senior talent is one of the hardest resources to replace and finding the right long-term successor can take time. Interim leaders can play a valuable role here by maintaining stability and ensuring critical decisions continue to move forward while organisations assess their long-term options.”

Robert Walters’ research also points to challenges in the development of future leaders, with the report suggesting that nearly two-fifths (38pc) of participants are struggling to identify and develop strong successors within their business. 

Feeney said: “Many organisations have talented people internally, but identifying future leaders early and giving them the right development opportunities takes deliberate effort.

“At its core, succession planning is about future-proofing the organisation, building a strong leadership pipeline comprising internal progression and external hiring to ensure organisations have the resilience they need for the long term.”

Undoubtedly, the working landscape for modern-day employees is evolving quickly in 2026. An earlier report from Robert Walters, at the start of the year, found that changes in remote and in-person arrangements could compel skilled employees to increase their engagement in the workplace. 

More than half (59pc) of contributing Irish employees said that they want their place of employment to adopt a microshifting schedule, with Feeney noting that microshifting has the potential to increase engagement, accountability and even time spent in the office.

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