OSI

The Field

Organisational Succession Science

Organisational Succession Science is the interdisciplinary study of how leadership, authority and responsibility transfer within organisations over time. It draws on governance theory, organisational psychology and relational systems to examine the conditions that shape succession outcomes. The field treats succession not as a single event but as an extended process; with structural, psychological and relational dimensions that interact across phases of transition.

Scope and boundaries

In scope

  • Founder and owner transitions
  • Multi generational continuity
  • Control, legitimacy, authority, governance
  • Mission driven leadership change

Out of scope

  • Tax planning guidance
  • Legal advice
  • Transactional deal execution
  • Personal therapy or clinical treatment

The OSI Model

Structural
Psychological
Relational

Structural

The formal architecture that enables or constrains succession.

  • Ownership design
  • Governance architecture
  • Control rights
  • Decision pathways
  • Operating model
  • Jurisdictional complexity
  • Succession mechanisms embedded in formal documents

Psychological

The individual and collective experience of transition.

  • Identity
  • Role attachment
  • Status
  • Meaning
  • Fear of loss
  • Successor legitimacy
  • Cultural narratives
  • Behavioural decision patterns during transition

Relational

The interpersonal fabric of the organisation.

  • Family dynamics
  • Board dynamics
  • Loyalty structures
  • Trust and conflict patterns
  • Informal power networks
  • Coalition behaviour
  • Perceived fairness across stakeholders

Phases of transition

Before transition

Readiness, concentration of authority, narrative alignment.

During transfer

Legitimacy formation, role clarity, governance load, relational reordering.

After consolidation

Continuity, adaptation, performance stability, cultural integration.

Glossary

Legitimacy gap
The perceived difference between a successor's formal authority and their accepted right to lead.
Authority transfer
The process by which decision making power moves from one leader to another over time.
Continuity narrative
The shared story an organisation tells about its identity and purpose across leadership transitions.
Identity shock
The disruption to individual or collective self concept caused by role loss or organisational change.
Control architecture
The formal structures that determine who holds decision rights and under what conditions.
Relational load
The accumulated interpersonal obligations, conflicts and expectations that affect succession dynamics.
Successor formation
The developmental process by which potential successors acquire capability, credibility and legitimacy.
Governance capacity
The ability of governance structures to support effective decision making during and after transition.
Stewardship risk
The risk that organisational assets, mission or values will be compromised during or after leadership change.
Founder centrality
The degree to which an organisation's identity, authority and operations depend on a single founding figure.