UK companies are increasingly turning to technology to preserve critical leadership knowledge as experienced Baby Boomer and Generation X employees approach retirement, according to new research.
International recruitment firm Robert Half shows that 47 percent of businesses are now investing in digital tools to capture institutional expertise.
The study, Towards the C-Suite 2035, reveals a growing focus on future-proofing leadership skills as employers prepare for generational transitions in senior roles. With many long-serving leaders set to leave the workforce, organisations are adopting strategies to retain their knowledge and develop younger employees for future leadership.
In addition to investing in technology-based knowledge retention, more than a third (34%) of C-suite respondents said they plan to promote digital-first leadership skills. This is aimed at increasing leadership appeal among Millennial and Gen Z workers, who are expected to occupy a growing share of senior roles over the next decade.
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The research also suggests that organisations are adopting a range of people-focused strategies to complement digital solutions, recognising that leadership cannot be fully captured through technology alone.
Cross-generational collaboration and training gain traction
While digital systems are being used to preserve processes and institutional knowledge, many businesses are also taking practical steps to ensure leadership development continues across generations. Nearly a third (32%) of employers are creating opportunities for cross-generational collaboration, while 33 percent are implementing dedicated training programmes for future leaders.
Additionally, 36 percent of respondents said they plan to introduce formal knowledge management systems to support knowledge transfer, and 33 percent are exploring the possibility of retaining retiring staff in advisory or consultancy roles. These steps are intended to support the handover of critical insights that are difficult to document, such as judgement, decision-making and interpersonal leadership qualities.
“We’re seeing more organisations turn to technology to capture the knowledge of experienced leaders nearing retirement and while that’s a sensible and often necessary step, it’s only part of the solution,” said Charlie Grubb, Senior Managing Director at Robert Half Executive Search.
Leadership development must go beyond digital platforms
The report notes a growing awareness among senior leaders that succession planning must be grounded in real-world experience. While technology can support the process, it cannot replace the interpersonal and situational elements that underpin effective leadership.
“Truly effective succession planning depends on people, not just platforms. Technology can preserve data, processes and institutional insights, but it can’t replicate the judgement or emotional intelligence that define great leaders. And the more human aspects of leadership, such as the ability to navigate ambiguity, inspire teams and adapt under pressure, aren’t easily transferred via a database or knowledge system,” Grubb said.
According to Grubb, businesses should prioritise mentoring, experiential learning and leadership development that is directly aligned with current workplace challenges. These programmes are more likely to foster the adaptability and strategic thinking that future leaders will require.
“In a working world that’s evolving at pace, these human qualities will only become more critical. If we are serious about preparing the next generation for the C-suite, we need to prioritise investment in mentoring, experiential learning and leadership development initiatives that are grounded in real-world context,” he said. “Technology can support that journey, but it won’t replace it. The organisations that recognise this now will be the ones best equipped to lead with confidence into the future.”
