Many organisations discuss succession annually but manage leadership readiness informally throughout the year. This creates lists of names without a reliable view of readiness or development risk.
A stronger pipeline begins with the work future leaders must perform. Competencies, experiences and decision scope should reflect the strategic context rather than generic leadership language.
Assessment evidence then helps distinguish current performance, future potential and readiness for a particular role. These are related but not interchangeable judgements.
The pipeline becomes real when talent reviews produce specific moves: stretch assignments, coaching priorities, exposure, role transitions and accountable review dates.