A lot has already been said and written about succession planning. Its benefits and limitations, its success quotient on the rise of a practical implementation scenario, or the lack of it thereof, from the organizational focus to the employee perspective, have all been covered in depth. Now, let us divert the line of thinking a bit, and look at it from the eyes of one of the other crucial members—the clients. Why do client organizations insist that their vendors put up a formidable succession planning strategy in place? How does it impact them, and what role do they play in charting out a plan, and thereafter during its adoption and execution stages? Any plan implemented by a company must have a long-term vision. It has to be beneficial for all the parties—external and internal, must be flexible, facilitate movement, etc.