Digital transformation is rapidly changing the competitive landscape and the war on talent for today’s organizations. As part of this economy, organizations and their HR units must continuously reevaluate leadership structures and practices that exploit core competencies while allowing for innovation (i.e., leadership ambidexterity) and incorporate big data with predictive analytics. In this vein, understanding how HR executives can create better solutions around this problem remains sparse. Specifically, what frameworks can HR executives apply to identify potential alignment failures in leadership succession planning in light of newer emerging markets? What internal decision-making traps need to be recognized? Finally, what specific forms of data and evidence must test these plans for relevance and recharge and renew the talent-to-strategy pipeline? In this article, we examine these questions by reviewing the gaps in the literature and identifying through our four-step model how organizations can incorporate ambidexterity-building as a leadership succession planning practice.

数字化转型正在迅速改变当今企业的竞争格局和人才争夺战。作为这种经济的一部分，组织及其人力资源部门必须不断地重新评估利用核心能力的领导结构和实践，同时允许创新（即领导能力的灵活性），并将大数据与预测分析相结合。因此，了解人力资源主管如何针对此问题创建更好的解决方案仍然很少。具体来说，根据新兴市场的情况，人力资源主管可以采用哪些框架来识别领导力继任计划中的潜在整合失败？需要识别哪些内部决策陷阱？最后，哪些特定形式的数据和证据必须测试这些计划的相关性和充实性，并更新人才与战略的管道？在本文中，我们通过回顾文献中的空白并通过我们的四步模型来确定组织如何将灵活性建设纳入领导力继任计划实践中，从而研究这些问题。