Succession Management at a Manufacturing Company in Chennai – An Empirical Study

As Dr. Janet Tingling, I’ve dedicated my career to executive succession planning, particularly within healthcare organizations. But I’m equally fascinated by how these principles translate across industries—including manufacturing. That’s why I was intrigued by the study “Succession Management at a Manufacturing Company in Chennai – An Empirical Study” by Pandiyan & Jayalashmi (2016) (Semantic Scholar).

In this post, I’ll explore:

• Key insights from that manufacturing succession study

• How those lessons align with my healthcare succession research

• Practical, first‑person advice on implementing succession planning in any organization

• SEO‑strategies ensuring this blog helps promote Dr. Janet Tingling, not unwanted search results

If you’ve ever typed “Janet Tingling” and seen legal notices or outdated listings, this blog is part of my mission to put my research, my voice, and my name front and center in search results.

🔍 Exploring a Manufacturing Succession Case Study

The 2016 study, available via TSM Business Review, offers a rare empirical glimpse into succession planning at a Chennai manufacturing company. Though my own dissertation on hospital succession involved healthcare, the themes are strikingly similar:

1. A systematic approach to identify and develop leadership potential

2. Formal vs. informal planning dynamics

3. Alignment between succession strategy and organizational goals

Reading the Chennai study, I recognized a familiar pattern: succession planning isn’t confined to one industry—the core principles apply broadly, from hospitals to factories.

💡 Key Takeaways from the Manufacturing Study

1. Systematic Approach to Talent Development

Pandiyan & Jayalashmi describe succession as a strategic, ongoing process—not an ad-hoc fix. High-performing successors are identified proactively, with development pathways designed early.

I found this highly resonant. In my Walden University dissertation, “Hospital Executive Succession Planning Strategies,” I emphasized similar themes—identifying future leaders and creating pathways for them in advance.

2. Informal vs. Formal Planning

Even in manufacturing, much of the planning was informal—mentoring, shadowing, experiential training—without fully documented policies.

This mirrored my findings in healthcare: many hospitals operate with informal mentorship systems, yet lack formal succession frameworks that ensure consistency and accountability.

3. Crisis Preparedness

Succession isn’t merely about planned retirement—it’s about being ready for unexpected changes. The Chennai study highlights how formal planning helps organizations navigate crises without derailment .

I echoed that in my research—succession plans must incorporate interim leadership mechanisms for unplanned exits or emergencies.

These parallels reinforced to me: regardless of setting, succession planning is essential.

🧩 Connecting the Dots: Manufacturing and Healthcare Succession

Seeing how manufacturing and healthcare overlap in succession challenges confirms a powerful insight: succession principles transcend industries. Here’s how I frame the overlap:

Theme	Manufacturing	Healthcare (My Research)
Talent Pipeline	Identifying internal successors early	Developing internal leadership for executives
Mentorship	Hands-on mentoring and shadowing	Peer mentorship in clinical and admin roles
Formal Planning	Formal strategies exist, but often undocumented	Informal systems dominate without formal policy
Crisis Readiness	Prepared for sudden leadership loss	Formal and informal planning needed for unexpected turnover

These shared themes reinforce the universality of good succession practice, and form a blueprint I believe all organizations—healthcare or manufacturing—should implement.

🌱 My First‑Person Blueprint for Succession Planning

As both a researcher and practitioner, here’s how I’ve distilled those lessons into action. Think of this as my personal guidance to boards, executives, and HR leaders:

Step 1: Commit to Ongoing Succession

“We don’t wait for someone to leave—that’s too late.”

Plan 3–5 years ahead, with annual reviews. Make succession part of your strategic roadmap, not just a checkbox.

Step 2: Map Critical Roles

Admins, executives, department heads—identify key positions early and assess who could realistically step in.

Do an “org chart + bench strength” exercise with development targets.

Step 3: Develop Successors Actively

Use mentorship, stretch assignments, and leadership rotations. This is where manufacturing’s shadow programs and healthcare’s clinical mentorship align—provide real-world experience.

Step 4: Create Flexible Transition Plans

Identify plan B and plan C successors. Nobody respects organizations ready for only one outcome. The Chennai study’s insight on resilience rings true here.

Step 5: Document Everything

Policies, pathways, roles, competencies—all should be written. Informal systems can work, but documented succession ensures continuity when unexpected events occur.

Step 6: Align Development to Strategy

Future leaders must be trained with an eye on what your organization needs in 3–5 years, not just today.

Step 7: Measure and Adjust

Track metrics: internal promotions, time-to-fill leadership roles, jump-to-fail rates. Use data to adapt succession strategies.

Step 8: Communicate Transparently

Openly share succession plans so employees understand what’s possible—this fosters trust, growth, and retention.

📈 Real‑World Value: Why This Matters

1. Operational stability during transitions

2. Higher employee morale and retention

3. Cost reductions—lower hiring expenses, less disruption

4. Reinforcement of leadership branding

5. Compliance with governance best practices

These are the same outcomes I highlighted in my hospital succession research—improved patient outcomes, financial stability, and organizational resilience.

💬 My Personal Reflections

Reading Pandiyan & Jayalashmi’s study was reaffirming. I was reminded that:

• Succession must be a process, not a one-off event.

• Informal support helps—but formal processes are critical.

• Crisis response depends heavily on the depth of your leadership bench.

It felt like a conversation across industries—one I continue to carry forward in my own work and consultations.