Succession planning for Enterprise software companies: protecting rare product and customer knowledge
In an enterprise software company a few people know the oldest parts of the product and the history of the biggest customers. If they leave without a plan, projects stall.
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Share your requirementsWhy succession planning matters in enterprise software companies
Enterprise systems live for years. The people who built an early version, or who guided a customer through a first rollout, carry knowledge no document holds. When one resigns, tickets take longer, rollouts slow and customers ask who they should call now. The cost is far larger than the cost of the vacancy.
Succession planning here is practical. It identifies roles and people that hold rare knowledge, names a successor or two for each, plans their development through real work and keeps the plan under review. It also covers leadership roles such as programme heads.
How to set it up
1. List critical roles and people
Mark roles where a departure would stall a customer or product. Include developers, consultants, support leads and key account managers.
2. Name ready-now and ready-later successors
For each, identify one person who could step in soon and another who could in a year, with their gaps.
3. Plan development through real work
Pair successors on live tasks, shadowing, joint customer calls and documentation writing. See the manager development programme.
4. Capture knowledge as you go
Ask the current holder to record decisions and unusual cases in short notes during normal work.
5. Review twice a year
Update the list as products, customers and people change. Share the process with those named, in a careful way.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- Write down the names of three people the company could not easily replace.
- Ask each whether anyone has learnt part of their work in the last year.
- See how many customer relationships depend on one person.
- Check whether any successors have been told, and what they need.
GullyHR can do this with you. Read how we approach succession planning in general, or share your requirements and we will tell you where to start.
Questions owners ask
Usually yes, in a careful conversation about development, without promises of a role. Silence often leads to missed learning, and surprise can also upset others.
Understand the fear, usually about status or security. Recognise their expertise in grade and pay, and make teaching part of their role, not a threat to it.
Twice a year is enough for most companies, and also when a key person gives notice or a product line changes direction.