Acceleration pools attempt to provide two things traditional succession management systems often do

not: an accurate diagnosis of development needs, and an environment that motivates individuals to
change. PepsiCo’s attempt with this approach was viable and pretty much successful. After analyzing the
case I’ve found these effectiveness of this method-

Diagnosing development opportunities:

The candidates for talent pool are given a comprehensive knowledge about the organization. They are
given some challenging tasks and also given a 360-degree feedback system to assess their skills. These
candidates are also highlighted about their key competencies. Their emotional attachments and attires
were also tested and improved over the time with this tool.

Executive Resource Board:

An Executive Resource Board (CEO/COO and senior line managers) is responsible for placing pool
members into situations where they can experience job challenges, obtain organizational knowledge,
develop competencies and overcome executive “derailers.” This is accomplished through a combination
of short, high-impact, targeted training programs; short-term learning experiences (e.g., attending
conventions); and, most of all, meaningful, measurable job or task force assignments. Jobs, task force
membership and other longer-term assignments are the most important factors in developing
acceleration pool members because they offer opportunities to satisfy several development objectives
at once. It is very important to note that all development is within the context of high-quality job
performance—not something done in addition to an individual’s job. There is a clear link between
successful development and job success.

In the end, Acceleration pools are significantly less time-consuming for managers, who can dispense
with the annual replacement-planning forms. Putting the responsibility for record keeping on the people
being developed, and providing them with forms to guide their discussions and planning maximizes the
relationship between pool members, managers and mentors. Their meetings are more productive and
meaningful. Most important, companies will have the leaders they need. In the end, acceleration pools
are not a cure-all, but they are being used successfully in organizations of every size and shape.

Strength of this model:

1. Less time consuming

2. Efficient succession planning
3. Declining number of employee turnover
4. An effective way to develop various skills
5. Relationship between the worker and manager improves in terms of working environment
6. Increase productivity as performance is high quality ensured.

Weakness of this model:

1. Costly method
2. Less effective for small enterprise
3. Executive resource board may not provide the quality assured
4. Candidate may feel more pressure than usual and get demotivated

These are the strength and weakness of this model that I found after analyzing the case.