Right People, Right Time

In periods of organisational change, the narrative often swings between two extremes: protect and retain existing talent, or bring in fresh blood to drive transformation. In reality, neither approach is inherently right or wrong. External hiring can be a powerful catalyst for change, just as internal progression can strengthen continuity and engagement. The risk is not the choice itself, it is born from how poorly these decisions are often executed. It is essential that the right people are engaged with at the right time.

There is absolutely nothing wrong with bringing in new talent. In fact during transformation, it is often essential. External hires introduce new perspectives, challenge entrenched thinking, and bring experience from different operating models. They can accelerate maturity in areas where the organisation may lack capability, particularly in digital, commercial, or large-scale transformation delivery. When done well, they act as catalyst, raising the bar rather than disrupting for the sake of it.

However, organisations frequently undermine this benefit by failing to integrate new hires effectively. Without clear alignment to the existing culture, context, and strategy, “fresh blood” can become isolated or, worse, create friction. External talent should complement, not override the knowledge and experience already in place. Successful change depends on integration, not replacement.

On the other side, promoting from within is often seen as the safer, more loyal option. Internal progression retains institutional knowledge, rewards performance, and signals opportunity to the wider workforce. But this is where organisations make some of their most critical mistakes.

Promoting the wrong individuals or promoting too quickly without the right support structures can stall transformation just as much as poor external hiring. Elevating junior staff into roles they are not yet equipped to handle, without a clear Learning and Development (L&D) plan, creates risks at both an individual and organisational level. It places undue pressure on the individual, often leading to underperformance or burnout, while also weakening delivery at a time when stability is crucial.

This is particularly evident in transformation environments, where roles require not just technical capability but stakeholder management, strategic thinking, and resilience. These are not skills that emerge overnight. Without structured development, for example: coaching, mentoring, and clear capability pathways, organisations are effectively setting people up to struggle.

The answer is not to avoid internal promotion, but to be far more deliberate about it. Readiness should be assessed realistically, not optimistically. Potential is important, but it must be matched with investment. If an organisation chooses to promote from within, it must also commit to building the capability required for that individual to succeed. Otherwise, the decision becomes performative rather than strategic.

The most effective organisations treat talent strategy as part of their change architecture. They combine targeted external hiring with disciplined internal development. They bring in new skills where there are genuine gaps, while simultaneously building and stretching their existing workforce in a structured way. Crucially, they ensure that both groups are set up to succeed through clear role definition, strong leadership, and ongoing support.

Leadership accountability is central to this balance. It is not enough to make hiring or promotion decisions and hope for the best. Leaders must actively manage the integration of new talent and the development of existing staff. They must challenge poor promotion decisions, resist the temptation to fill roles quickly without due diligence, and ensure that L&D is not an afterthought but a core component of delivery.

Organisational change exposes weaknesses in talent management more than any other activity. It makes poor decisions visible, quickly. But it also creates an opportunity to get it right. By valuing both fresh perspectives and existing capability, organisations can avoid common pitfalls. They can also build a workforce that delivers change and sustains it.