Board succession risk surges from seventh to third biggest threat facing organisations
Rising concern about leadership stagnation and board renewal reflects growing pressure to refresh skills as risk complexity increases.
New research from The Corporate Governance Institute (TCGI) reveals that board succession planning has risen from the seventh biggest business risk five years ago to the third biggest today, highlighting growing concern among directors about leadership renewal and board effectiveness.
The research, based on a survey of 500 board directors and C-suite leaders across the UK and Ireland, suggests that succession planning is increasingly being viewed not simply as a long-term leadership process but as an immediate governance risk.
The findings, published in the whitepaper Boardroom Resilience in 2026: Independent Research Into Board Readiness, Risk and Strategy.
Speaking on the findings, Ciaran Bollard, CEO of The Corporate Governance Institute, said:
“Succession planning has traditionally been treated as a long-term leadership discussion. What this research shows is that boards are increasingly recognising it as a risk issue.
When leadership renewal slows or becomes reactive, organisations can struggle to adapt to evolving threats, technologies and regulatory pressures.”
The report suggests the rising prominence of succession risk reflects growing pressure on boards to continuously refresh their mix of skills, experience and perspectives as organisational risk environments become more complex.
Long director tenures, limited board renewal and insufficient diversity of thought can contribute to leadership stagnation and reduced organisational agility.
Bollard continues: “Boards that fail to plan succession strategically risk creating leadership structures that become increasingly disconnected from the realities their organisations face.
Without planned renewal, boards can become less capable of challenging assumptions, identifying emerging risks and responding to change.”
The research highlights that effective succession planning should extend beyond replacing individual leaders and instead form part of a broader governance strategy to ensure boards continually evolve their capabilities.
Bollard added: “Succession planning should not be viewed as a routine governance exercise. It is one of the most powerful tools boards have to maintain resilience and effective oversight.”
The report concludes that organisations which treat succession planning as a core governance priority will be better prepared to renew leadership and govern increasingly complex risks.
Bollard concluded: “The boards best prepared for the coming years will be those that renew deliberately. Strategic succession ensures organisations remain adaptable, capable and resilient as risks continue to evolve.”
Notes to editors
About the Corporate Governance Institute
The Corporate Governance Institute (TCGI) believes that governance is a powerful force for transformation, innovation, sustainable growth, and real progress. By combining grounded expertise with practitioner-led experience, the Institute equips today’s most effective leaders, businesses, and boards to move far beyond compliance to unlock serious, strategic competitive advantage. Whether for individuals, teams, or organisations, TCGI brings sharp insights, fresh perspectives, and hands-on tools to drive long-term impact, build momentum, and make tough calls with confidence – in a world that won’t wait. Because good governance isn’t just about risk, it’s about readiness. With learners in 79 countries and courses independently rated as excellent, we’re a trusted global partner in leadership and boardroom success.
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