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Succession Management Reinvented Seminar 2019  

Preparing for future talent needs


One-day Seminar: 16 October 2019
Radisson Blu Gautrain Hotel, Sandton, Johannesburg

Since October last year, a number of CEOs have departed from some of the country’s most powerful institutions with no successor to take over immediately - for example the likes ABSA, Comair, Massmart and Transnet. There seems to be a CEO crisis in SA. Not having a CEO over the short term can cause chaos with operational inefficiency. Over the long term this leads to lack of strategic and tactical continuity, avoidance of accountability, lack of trust and reliability - the list goes on. Good succession according to Andrew Woodburn, Managing Director of Amrop Woodburn Mann says that good succession is planned at least 12-18 months before any announcements are made.

The organisations that are actively developing and preparing a pipeline of successor will be the organisations that will prevail in the future. The simplicity of succession planning is no longer relevant in the current context of a volatile, uncertain, complex and ambiguous world.

To keep up, HR and Talent professionals and companies as a whole need to change their mind set about succession management. They must link the succession process to business priorities and take into account macro trends, such as the speed of change, increased regulatory pressure, globalisation of talent, and the higher level of focus on people and culture. Succession management is not just for CEOs – a succession plan matters for the entire organisation. As critical as the CEO is to the company, there are plenty below whose absence would have ripple effects throughout the organisation. Beyond identifying future leaders, your succession management strategy should include workforce planning, skills gap analyses, and the creation of development programs to increase bench strength at all levels of the organisation. Succession management is critical to the sustainability and the long-term success of your business and your business depends on creating a plan for how you’ll keep your team going forward when you lose a key person or face a skills gap that needs to be filled quickly.

Succession management, is however not just a simple matter of generating lists of names of people to replace someone, it is an integral facet of talent management that includes training and development of people who will eventually take important executive leadership, management and operational positions. Having a poor succession management system puts your business at risk of instability when important roles are vacant.

Succession planning is an ongoing struggle and it will possibly get even more complicated in the future of work. In a competitive labour market where everyone is a flight risk, and the concept of lifetime employment is out the window, how can leaders secure a reliable talent pipeline? An Agile approach is a new way of managing succession management. Today, an Agile organisation built around empowered teams are the best way to constantly and nimbly match the right talent to the right strategic initiatives. Typical talent or succession planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organisations have become more fluid, and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive. One needs to turn conventional views on their heads, talent and leadership and have a new and different playbook for managing, and deploying talent for today’s agile, digital, analytical, technologically driven strategic environment! By attending this seminar you gain the necessary skills to develop and implement an effective succession plan based on your organisations current and future needs.

Why Attend?

  • Learn how and why organisations need to be more innovative in their approach to succession
  • Discover practices and processes that will take Succession Management into the future and enhance the partnership between HR and the business.
  • Hear how to build a succession pipeline that is future orientated and ready for continuous disruption and digital transformation
  • Get ready to let go of outdated succession processes and legacy systems and embrace new approaches and solutions for succession management
  • Learn how others are addressing succession challenges at all levels in their organisations

Who Should Attend

Heads of/ Directors of /Senior managers in the following groups responsible for succession management:
  • HR
  • Succession Management
  • Leadership and Executive Development
  • Talent and Global Talent Management
  • Training and Development
  • Employee Development
  • Diversity
  • Learning and Development
  • Workforce Planning

For more information about the seminar, please contact Debbie Atwell on or + 27 83 651 1664.


16 OCTOBER 2019
07:30–08:30 Registration and arrival refreshments and snacks


Welcome and introduction by Chairperson

Agustina Mendez, Head: Leadership Development, Assessment and Succession, Korn Ferry Hay Group


Strategic CEO Succession Planning: Case Study from a JSE Listed Company

Sarah Arnot, Managing Partner, Woodburn Mann Leadership Science Institute and Andrew Woodburn, Managing Director, Amrop Woodburn Mann


Developing and implementing a robust fit-for purpose succession management process

Ashnie Muthusamy, Group  Talent Manager, Sun International (Author of Succession Management: Definite Do’s and Detrimental Don’ts)

10:30–11:00 Morning break


Getting leaders ready now! Accelerating growth in a fast work environment and ‘get ready on the job’ approach. 

Selo Govender, Group Head of Talent and Performance at Discovery Limited


How artificial intelligence can be used in talent acquisition and succession planning

Zanele Luvuno, Managing Director, Transcend Talent Management

12:30–13:30 Networking lunch


Leveraging diversity and inclusion to drive Succession Management

Caroline Berns, Head: Talent Acquisition (Middle East and Africa), Ericsson

14:15–14:30 Afternoon break


Succession measurement and metrics – incorporating analytics into your succession planning strategy

Liza Govender, Head: Talent Management, Nedbank


Reinventing succession planning: How companies should embrace leadership for the future

Agustina Mendez, Head: Leadership Development, Assessment and Succession,

16:00 Close of seminar


Caroline Berns, Head: Talent Acquisition (Middle East and Africa), Ericsson
Caroline Berns, Head: Talent Acquisition, Ericsson Middle East and Africa. After graduating in Information Engineering at one of Germany’s top research universities and commencing a career in IT, Caroline soon discovered that her real passion was talent and recruitment, combining her tech background with her desire to work closer with people. She joined Experis, which is the professional resourcing subsidiary of ManpowerGroup, where she headed up operations in Switzerland and Austria, in addition to managing various pan-European projects. In 2012, Caroline decided to leave Europe and moved to South Africa, where she joined Ericsson. Based in Johannesburg, she is responsible for the management and implementation of Ericsson’s internal and external talent acquisition strategy across the Middle East and Africa. In addition to her current role, Caroline is very passionate about diversity & inclusion, speaks at national and international conferences, sits on Ericsson's regional D&I council and drive various local and global D&I activities. She also shares a weekly blog about D&I here:
Sarah Arnot, Managing Partner, Woodburn Mann Leadership Science Institute
Sarah Arnot is Managing Partner of the Woodburn Mann Leadership Science Institute, which supplies leadership development and assessment services to Boards, CEOs and senior executives in South African corporate businesses. She holds BA (Hons) and MA degrees from Trinity College, Dublin and an MPhil (Executive Coaching) from the University of Stellenbosch Business School. Sarah’s career spans more than 25 years, most of it spent at two companies - Accenture and Spencer Stuart - based in Ireland, France, the UK and South Africa. She held international leadership roles in both organisations. As an executive search consultant at Spencer Stuart she led the European Internet Practice and the European Software Practice. After moving to South Africa, she joined the Leadership Advisory Services (LAS) practice, consulting to global clients in multiple industries. She was involved in developing assessment materials for the LAS practice and was responsible for training new consultants in assessment. She is the author of That Further Shore: turn your dreams into goals and make them a reality, published by KR.
Andrew Woodburn, Managing Director, Amrop Woodburn Mann
CAndrew began his Executive Search career in 1995 at a London-based Executive Search firm, where he worked on international search projects across all functions and industries. Prior to his current role, Andrew worked with blue chip clients such as Coca Cola and SAB Miller on delivering marketing/strategy consulting, web design and online integration, performance management, software development, data analysis and reporting services. Andrew has experience working in a start-up team for the creation of a financial institution, and was involved in founding a new banking organisation with a focus on micro-finance. He has worked in corporate strategy for a global brewing company. This led to an opportunity for him to work in marketing. His involvement in leading brands and new product development provided a platform to leverage his strategic insight and creative flair into the commercial arena. Andrew began his career as an engineer. He received a Social Studies Graduate Diploma and a Master of Science Degree in Development Economics from Oxford University. He also received a Bachelor of Science Degree in Chemical Engineering from the University of Witwatersrand
Ashnie Muthusamy, Group Talent Manager, Sun International (Author of Succession Management: Definite do’s and detrimental don’ts)
Ashnie Muthusamy is presently the Group Talent Manager for Sun International. She has an educational background in Psychology, HR and Leadership. For the last 20 years she has worked in various Group roles working with Talent Management. Her present portfolio includes Strategic Resourcing, Psychometric Assessment, Job Architecture; Performance Management, Succession Management, EVP among other HR responsibilities. She is the author of Succession Management, published by KR.
Liza Govender, Head: Talent Management, Nedbank
Liza is an experienced Head Of Talent Management with a demonstrated history of working in the financial services industry. Skilled in HR Consulting, Coaching, Executive Coaching, HR Policies, and Organisational Design. Prior to joining Nedbank, Liza worked at Transnet as the Executive Manager: Talent and Recruitment, she worked at American as the Global Process Lead and was also a consultant. She has an honours degree from the University of Johannesburg.
Zanele Luvuno, Managing Director, Transcend Talent Management
Zanele Luvuno currently serves as the Managing Director of Transcend Talent Management - a leading Transformation Talent and Leadership consultancy firm committed to partnership with clients towards achievement of sustainable transformation initiatives in South Africa. She is an executive and non-executive director of a number of companies. She holds a bachelor’s degree from the University of the Witwatersrand and a Coaching for Development post graduate qualification from UCT. Zanele has been featured in numerous publications like Business Brief, Sowetan Magazine, New Age as well on radio stations like 702 and Power FM and more.
Agustina Mendez, Head: Leadership Development, Assessment and Succession, Korn Ferry Hay Group
Agustina joined Hay Group in 1998 in the Argentinean office and focused most of her work in the South American Region. She led consulting projects in a variety of Human Capital disciplines before moving to the South African operation. She is now focused in designing and delivering talent solutions for the Sub-Saharan region. Agustina Mendez is the Head of Leadership Development, Assessment & Succession. Her role is to work with the Advisory Business Consultants in developing integrated people solutions that address our clients’ real business needs. Agustina has worked with a wide variety of local and global clients assisting them in the design and implementation of solutions to advance talent in their organisation effectively. The main focus of her work has been, in the recent years, on the design of solutions related to Leadership Transformation, Talent Management and Culture Change initiatives. At Korn Ferry Hay Group, Agustina has successfully helped clients in the private and public sectors like UNICEF, South African Revenue Service, Sun International, Alexander Forbes, Standard Bank, Discovery, Old Mutual, the Government of Botswana, the National Bank of Kenya many and others. Agustina has a Master’s Degree in Social Communication & Advertising (Universidad del Salvador, Argentina) and is accredited across most service lines and products of Korn Ferry.

Sponsors and Exhibitors

Would you like the opportunity to market your company’s products and services to delegates at this seminar?

For more information about the seminar, please contact Debbie Atwell on or + 27 83 651 1664.


One-day Seminar | 16 October 2019
Early bird special till 31 July R3825 ex Vat (Save R675)

R4 500.00  excl. VAT

Please note:

  • Payment must be received prior to attendance
  • Registration fees include refreshments, lunch, parking and seminar material
SETA grants and accreditation requirements
Many of our delegates enquire about the accreditation of our events. There is a misconception that organisations qualify for SETA grants only for accredited programmes. This is not correct. The payment of SETA grants is regulated by the Government Gazette, no. 9867, Vol. 570, 3 December 2012, no. 35940. These Regulations clearly state that the SETAs “must allocate a mandatory grant to a levy paying employer” that has submitted a WSP and ATR by the regulated date, has provided all the information required in the regulated template, and is up to date with skills levy payments. Furthermore, the template in the Regulations (Section C: Skills Development) allows employers to include ALL planned training in the report; not only accredited programmes.
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