Succession Planning: When is it Too Late?

Much like forecasting geopolitical risks or mapping out a supply chain strategy, it involves a delicate balance of foresight, timing and an ability to read the signs before they become headlines.  

In today’s fast-moving, post-pandemic, and politically charged landscape, organisations that wait for certainty may find themselves playing catch-up in a game that moves too quickly for hesitation. 

In this article I discuss how the Trump administration and tariffs are reshaping global supply chains, why unpredictability drives a pressing need for agile leadership, and how organisations can avoid being caught flat-footed by investing in ongoing, proactive succession planning to strengthen their bench. 

Succession Planning in a New Era of Trump 

With Trump back in power, the tone from Washington is once again unmistakable: America First, domestic manufacturing front and centre, and a reduced tolerance for dependency on foreign suppliers – even those across friendly land borders. 

The US manufacturing sector has been significantly impacted by international manufacturing, having been in contraction for over 2 years. Despite a short 2-month expansion at the start of 2025 where the PMI was 50.3, the sector quickly returned to contraction in March, with a PMI of 49.0. Unemployment rates across the US have also slowly crept up from 3.5% in 2021 to 4.2% in March 2025. 

This time around, the agenda isn’t merely rhetoric. Within weeks of taking office, the administration reintroduced sweeping tariffs targeting key international imports, only to pause them suddenly in response to diplomatic and market pressure. The damage, however, was already done. 

For US and global businesses alike, the uncertainty was a stark reminder: it’s not just the policies themselves, but the unpredictability around them that disrupts operations. For North America, the upside is clear – growth, investment and reshoring opportunities. But for global supply chains built on stability, the whiplash effect of tariff changes has forced a reset in strategy, structure and talent. 

The Challenge of Navigating an Increasingly Complex Landscape 

Organisations operating internationally now face a supply chain landscape that’s more fragmented and politically sensitive than ever. The globalised model – where a single component might cross multiple borders before reaching a customer – is under direct threat. 

Vertically integrated operations, which once benefited from centralised production and cross-border efficiency, now face financial penalties at each movement. For example, if a raw material is produced in Europe and sent to a North American plant, it could be hit with a 25% tariff – only to be taxed again if further components travel to Mexico or Canada. 

Even with tariffs on pause, the hesitancy to invest in non-US facilities has already set in. Business leaders are now second-guessing their footprint decisions. It’s no longer just a question of cost – it’s about agility, risk mitigation and being able to pivot with little notice. 

Succession Planning to Address New Challenges 

What does this have to do with succession planning? Everything. 

Organisations now need to not only redesign supply chains but also build out leadership structures that can handle constant flux. The challenge is knowing when to hire, promote or restructure. And the danger is waiting too long to do any of it. 

The rapid policy changes under Trump’s new administration have already triggered shifts in supply chain strategy and, with that, a ripple effect on talent. During the early weeks of reimplementation, we saw increased demand for logistics specialists, compliance experts and manufacturing leads in newly prioritised US regions.  

Organisations that moved quickly had options. Those that hesitated found themselves overpaying for underwhelming candidates or promoting internal staff before they were ready. It’s a cycle that mirrors what we saw during COVID-19: an initial surplus of available talent, followed by a steep drop-off, with competition intensifying by the day. 

Internal promotions can seem like the easy fix, but they come with risks including: 

• Accelerated timelines
• Gaps in succession below
• The loss of clear career progression pathways.  

Meanwhile, teams are stretched, and critical roles go under-supported. 

When is it Too Late for Succession Planning? 

With Trump’s second term now in full swing and his trade agenda unfolding in real time, organisations can no longer afford to be reactive. Growth in North America is a near certainty. But if companies haven’t defined what talent they need – or when they need it – they risk being left behind. 

So, when is it too late to start succession planning? The answer is simple: when you realise you need someone, and they’re not there. 

Even organisations operating at full capacity must keep one eye on their people strategy. Sudden market shifts like a new round of tariffs can trigger unplanned turnover. 

Succession planning isn’t just about finding replacements – it’s about building resilience. Even if you’re not ready to hire today, understanding the talent landscape, knowing what your competitors are doing, and keeping a pulse on candidate expectations is critical. 

Proco Group regularly partners with organisations to build comprehensive succession plans. Using our extensive, global network, we deliver detailed, bespoke market maps that highlight trends and insights across markets, competitors and candidates. 

Our market maps empower organisations with the real-time intelligence and talent insights they need to make informed hiring decisions at speed. For a conversation about your organisation’s talent and succession planning strategy, please don’t hesitate to get in touch. 

Tim Essex

Senior Partner | Industrial Markets | NORAM

T: +1 778 251 1085  E: tim.essex@weareprocogroup.com