Nearly half of UK firms are using digital tools to retain critical institutional and leadership knowledge as Baby Boomers and Gen X near retirement.
The research, with 500 business leaders in the UK, Europe and USA, shows that 47 percent reported that they are actively using digital tools to capture and store the expertise of senior leaders before they retire. The move comes amid growing concern about succession gaps and whether executive talent pipelines are future-proof.
For the study, 400 c-suite leaders in the UK and EU, and 100 private equity investors based across Europe and the United States, were surveyed by Rigour Research on behalf of recruitment firm Robert Half.
Further results showed that 34 percent of c-suite respondents plan to prioritise ‘digital-first’ leadership skills to appeal to younger generations, with millennials and Gen Z expected to take on more senior roles in the coming decade.
Technology will be a key part of knowledge transition as leaders retire, but researchers also found businesses are expanding training and development to support future leaders too. Almost a third (32 percent) of leaders say they will support cross-generational collaboration and mentoring, and 33 percent are creating dedicated training for emerging talent.
A further 36 percent plan to implement formal knowledge management systems, while another 33 percent are exploring options to retain retiring employees as consultants or advisors to aid the transfer of institutional wisdom.
Charlie Grubb, senior managing director at Robert Half Executive Search, said: “We’re seeing more organisations turn to technology to capture the knowledge of experienced leaders nearing retirement and while that’s a sensible and often necessary step, it’s only part of the solution. Truly effective succession planning depends on people, not just platforms.
“Technology can preserve data, processes and institutional insights, but it can’t replicate the judgement or emotional intelligence that define great leaders. And the more human aspects of leadership, such as the ability to navigate ambiguity, inspire teams, and adapt under pressure, aren’t easily transferred via a database or knowledge system.
“In a working world that’s evolving at pace, these human qualities will only become more critical. If we are serious about preparing the next generation for the C-suite, we need to prioritise investment in mentoring, experiential learning and leadership development initiatives that are grounded in real-world context.
“Technology can support that journey, but it won’t replace it. The organisations that recognise this now will be the ones best equipped to lead with confidence into the future.”
The research is outlined in the report ‘Towards the C-Suite 2035’.
