and is replacing the notion that people leave managers not organisations. Increasingly today, people belong to flexible teams, and multiple teams, and work across boundaries, remotely and virtually. One effect of this is that the line manager is becoming a distant figure. Perhaps this is why evidence is mounting to show that the prime cause for people leaving organisations is shifting towards ‘to pursue career development.’ Having a developing future, and having someone interested in your development are also prime drivers of engagement. And it is well known that raising levels of employee engagement also raises productivity and profitability. So the reasons for prioritising career development are powerful. However, “the changes brought about by globalization, technology and attitudes have brought the need for a revolution in the way we think about and manage our careers. It also changes the notion of succession. Identifying a few people to fill a few top jobs is not enough to future-proof your business.”