As Jane Simms says, the key to succession planning is ensuring it is continuous rather than "an event" to deal with reactively ("Lesson of Leahy's legacy", July/August). The capabilities of board members should be audited regularly to ensure they complement one another and fit with the needs of the business. This ensures that when a leader steps down, a suitable replacement is ready and a board with the right mix of skills can be formed.
It is vital to be open-minded and not focus too much on what has worked in the past. The strategy for the next 10 years will be different to that of the previous 10. It is important to think about the implications of this to avoid always recruiting in the same image.
It was refreshing to read about David Murray-Hundley of Drinksin (director.co.uk), not only to see such honesty about one's mistakes, but also to note the vision and drive that some people have. I couldn't help thinking that the UK had produced such talent, yet at the final hurdle allowed one of its own to feel pushed into being successful in another country.
I was also refreshed to know that we still have exciting personalities in business and it's not all boardrooms and suits. The article not only made me want to know more about Murray-Hundley, but also I finally (for an older chap) know what artificial intelligence is.
Peter Bartram's article brilliantly summarises the main tips for negotiating ("Talking Tough", July/August). But even tough leaders may find the challenge of ensuring all 10 are done well at once hard to handle. The article highlights the "what to do" but doesn't answer the question of "how to do it". As the song says: "It ain't what you do, it's the way that you do it."
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Your article on business issues in football ("The battle for Anfield", July/August) missed out the key element of any business strategy-the customer. I know that clubs such as Liverpool, Arsenal and Everton take customer experience very seriously, recognising that in tough times customers have choices about how they spend their disposable income. When on-field performance dips, having the right customer focus is even more relevant.
If the US government can force BP to put aside $20bn (£12.8bn) for cleaning up a few beaches, the UK government should force McDonald's to put aside $20bn to help pay for future health costs ("Should there be a ban on junk food TV ads aimed at children?", July/August).
