【正文】 and Examiner to various Professional Institutes. Thank You Dr. Elijah Ezendu , 234 8033024596, 234 8058835237 。 Director of Programmes and Member of Governing Council, The Institute of Business Development。 Chief Operating Officer, Rohan Marine。 External Examiner (MBA Programme), Ladoke Akintola University of Technology。 and a worldclass consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development anisations, private and public firms including extragovernmental agencies and institutions. He is a prolific writer and author who had served as EditorinChief, Cost Management Journal。 Associate, Chartered Institute of Personnel Management of Nigeria。 Member, Nigerian Institute of Training and Development。 Fellow, American Academy of Financial Management。 Fellow, Certified Institute of Cost Management。 Project Manager EBusiness。 Honorary Global Advisor, International Project Management Commission。 Director of Training, International Council of Business Development Professionals。 Director of Strategy and Performance, Fortuna。s business goals of pursuing quality, productivity, new markets and profits. Emphasis was placed on the business success that can flow from having a socially diverse workforce. Leadership Role: The Chief Executive championed the initiative. Presidents of major operational areas develop plans for meeting diversity goals. They report quarterly on the progress of these plans to the Chief Executive. The managers and Chief Executive then meet once a year to discuss the progress of the initiative. Accountability: Motorola sees diversity as a business initiative and as such line managers not the HR department should be responsible for its implementation. Senior managers are required to keep track of and report on the representation of women and minorities in their units. Key messages: Clearly define targets and goals. Setting a time frame and numbers creates impetus for action. Have a broad definition of succession planning to include the widest talent pool. Ensure that women and minorities are not only identified, but that once identified that they are among those being groomed for senior positions. It is never too early to begin: As one Motorola39。s women39。s diversity objectives and sought to accelerate the advancement of women and minorities within the anisation, Motorola had forty female vice presidents, including seven women of colour. How was this achieved? Reason for change In the late 1980s due to changing demographics in its workforce, Motorola began to redesign its established succession planning process to make the development of women and minorities a priority. This process culminated in 1991 with Motorola39。 ? To improve employee morale and mitment to the anisation ? To encourage the development and advancement of the diverse group of employees. Source: . Rothwell, Effective Succession Planning CASE STUDY OF MOTOROLA INC The Company Motorola, Inc is an electronic and wireless munications pany based in Illinois, United States of America. In 1998 it had 142,000 employees and an annual turnover of $27 billion. The Results Through the use of various initiatives including succession planning Motorola has significantly improved the outes for women in its anisation. One measure that illustrates this is the number of female vice presidents. In 1989 Motorola had two female vice presidents. In 1997, six years after the modification of Motorola39。 ? To ensure individuals receive appropriate developmental opportunities and are successful in their career goals。 ? To increase the pool of talented employees to fill key positions。 Lobbying ? International Wars ? Internal Conflict ? Government Term ? Devolution of Power Legal Factors ? Employment Law ? Health and Safety Law ? Competition Law ? Regional Legislation ? Investment Law Ethical Factors ? Reciprocal Responsibilities ? Responsibility to Host Community ? Good Faith ? Universal Rules Demographic Factors ? Household Patterns ? Ethnic Mix ? Educational Levels ? Age Distribution ? Number of People Within Working Age Group ? Net Inward Migration Every forwardlooking firm must be involved in environmental intelligence activities so as to be abreast with the key indicators of the rapid changes in its business environment, which would facilitate clear identification of appropriate action points for attainment of anisational objectives. “In the last decade, we have witnessed a 59 percent increase in the overall rate of CEO turnover and 318 percent increase in performancerelated departures. In spite of these alarming statistics, many anizations lack a strong, viable succession management