Harsh Mariwala and Vivek Khemka on building the next generation of leaders
In CEO succession: How boards can build a strong leadership pipeline, published in The Economic Times on 1 October 2026, Harsh Mariwala and Vivek Khemka argue for a succession process that begins several years before the expected transition. They describe an initially broad pool of potential leaders, developed through coaching and challenging assignments, which becomes more focused as the appointment approaches.
The authors recommend defining the next CEO’s capabilities through the company’s future strategy. Directors need direct exposure to candidates and sufficient evidence to assess their readiness, including their ability to lead an entire business. The full board should remain involved in setting the criteria, discussing the evidence and making the decision, with the chair creating room for independent views before expressing a preference.
The article also addresses the sensitivities of promoter-led companies. Informal signals from a promoter or chair can influence the process prematurely, while an incumbent CEO may find it difficult to develop potential successors. Its practical contribution is to explain how board ownership, confidentiality and disciplined assessment can strengthen leadership development throughout the organisation.
