Building leadership bench strength has never been easy, but it has always been possible.
Corporate titans like Merck, Edward Jones, PepsiCo and others have burnished their brands, cultures and bottom lines by becoming factories for leadership talent. And some less-famous titans like Fifth-Third Bank, Gundersen Health and KBR have similarly, but more quietly, built and sustained efforts that grow leaders from within, stockpiling exceptional leaders with the capability to step up as business calls.
Organizations enjoying strong bench strength have long been in the minority, but recent years have distinguished the leadership factories as even more rarified. In 2011, 18 percent of organizations around the world reported strong bench strength. Since then, like a pinhole in a car tire, leadership capability has gradually deflated—leaving only 12 percent with strong benches today.
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