{"id":10426,"date":"2026-09-29T15:00:00","date_gmt":"2026-09-29T11:00:00","guid":{"rendered":"https:\/\/matsh.co\/en\/?p=10426"},"modified":"2026-09-27T17:31:23","modified_gmt":"2026-09-27T13:31:23","slug":"succession-planning-statistics-2026","status":"publish","type":"post","link":"https:\/\/matsh.co\/en\/succession-planning-statistics-2026\/","title":{"rendered":"Succession Planning Statistics 2026: Talent Risk, Skills Gaps and Leadership Pipelines"},"content":{"rendered":"<style>\n.ms-section{border-left:4px solid #c0561b;padding-left:14px;margin:42px 0 18px;font-size:1.35rem;color:#3d2408}\n.ms-hook{background:#fdf5ee;border:1.5px solid #ecd0a8;border-radius:16px;padding:30px 32px;margin-bottom:28px}\n.ms-hook h2{margin:0 0 12px;color:#3d2408;font-size:1.38rem}\n.ms-hook p{margin:0;color:#4a3a2e;line-height:1.8}\n.ms-note{background:#f8fafc;border-left:4px solid #122f42;padding:18px 22px;margin:22px 0;color:#3a4a5e;line-height:1.7}\n.ms-stats{display:grid;grid-template-columns:repeat(auto-fit,minmax(175px,1fr));gap:14px;margin:26px 0 34px}\n.ms-stat{border:1.5px solid #ecd0a8;border-radius:13px;padding:20px;background:#fff;text-align:center}\n.ms-stat strong{display:block;font-size:1.55rem;color:#c0561b;line-height:1.15}\n.ms-stat span{display:block;margin-top:7px;color:#596579;font-size:.8rem;line-height:1.5}\n.ms-table{width:100%;border-collapse:collapse;margin:22px 0 32px;font-size:.9rem}\n.ms-table th{background:#3d2408;color:#fff;text-align:left;padding:13px 14px}\n.ms-table td{border:1px solid #ead8c4;padding:13px 14px;vertical-align:top;line-height:1.6}\n.ms-table tr:nth-child(even) td{background:#fffaf6}\n.ms-grid{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin:22px 0 30px}\n.ms-card{border:1.5px solid #dde3ec;border-radius:12px;padding:20px;background:#fff}\n.ms-card strong{display:block;color:#122f42;margin-bottom:7px}\n.ms-card p{margin:0;color:#4a5568;font-size:.9rem;line-height:1.7}\n.ms-insight{background:#fdf5ee;border-radius:12px;padding:20px 24px;margin:18px 0;color:#3d2408;line-height:1.7}\n.ms-bar-wrap{border:1.5px solid #ecd0a8;border-radius:14px;padding:24px 26px;margin:26px 0;background:#fff}\n.ms-bar-row{display:grid;grid-template-columns:185px 1fr 72px;gap:12px;align-items:center;margin:12px 0;font-size:.86rem}\n.ms-bar{height:14px;background:#f1e1d2;border-radius:20px;overflow:hidden}\n.ms-fill{height:100%;background:#c0561b;border-radius:20px}\n.ms-artifact{border:2px dashed #ecd0a8;border-radius:12px;padding:22px 26px;margin:24px 0}\n.ms-artifact h4{margin:0 0 10px;color:#3d2408}\n.ms-artifact ul{margin:0;padding-left:20px;color:#3a4a5e;line-height:1.9}\n.ms-related{background:#f8fafc;border:1.5px solid #dde3ec;border-radius:14px;padding:28px 30px;margin:34px 0}\n.ms-related h3{margin:0 0 16px;color:#122f42}\n.ms-related-grid{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:12px}\n.ms-related a{background:#fff;border:1px solid #dde3ec;border-radius:10px;padding:14px 16px;text-decoration:none;color:#122f42;display:block}\n.ms-related span{display:block;color:#6b7a99;font-size:.8rem;margin-top:4px}\n.ms-cta{background:linear-gradient(135deg,#c0561b,#3d2408);border-radius:16px;padding:36px 38px;margin:36px 0;color:#fff}\n.ms-cta h3{color:#fff;margin:0 0 10px;font-size:1.25rem}\n.ms-cta p{margin:0 0 20px;opacity:.92;line-height:1.7}\n.ms-cta a{display:inline-block;background:rgba(255,255,255,.16);border:1px solid rgba(255,255,255,.35);border-radius:8px;padding:10px 16px;margin:5px 7px 0 0;color:#fff;text-decoration:none;font-weight:700;font-size:.86rem}\n<\/style>\n<div class=\"ms-hook\">\n<h2>Succession risk is becoming a skills-and-pipeline problem, not only a retirement problem<\/h2>\n<p>The most useful succession-planning statistics in 2026 are not dramatic anecdotes about failed CEO transitions. They are the workforce indicators that show whether organisations can develop and move people into critical roles: skills gaps, talent availability, internal development, manager support and leadership capability.<\/p>\n<\/div>\n<figure class=\"wp-block-image size-full\" style=\"margin:26px 0 34px\"><img decoding=\"async\" src=\"https:\/\/matsh.co\/en\/wp-content\/uploads\/2026\/09\/Succession-planning-statistics-workforce-meeting-photo-by-Campaign-Creators-on-Unsplash.jpg\" alt=\"Team reviewing workforce planning data for succession planning statistics\"\/><figcaption style=\"font-size:.75rem;color:#6b7a99\">Photo by <a href=\"https:\/\/unsplash.com\/@campaign_creators?utm_source=wpvibe&#038;utm_medium=referral\" target=\"_blank\" rel=\"noopener\">Campaign Creators<\/a> on Unsplash.<\/figcaption><\/figure>\n<div class=\"ms-note\"><strong>Evidence note:<\/strong> There is no single global \u201csuccession planning rate\u201d measured consistently across employers. This guide therefore uses current workforce and career-development evidence that is directly relevant to succession pipelines, and keeps each survey&#8217;s population and scope visible.<\/div>\n<div class=\"ms-stats\">\n<div class=\"ms-stat\"><strong>63%<\/strong><span>of employers in WEF&#8217;s Future of Jobs Survey cited skills gaps as a major barrier to transformation for 2025\u20132030<\/span><\/div>\n<div class=\"ms-stat\"><strong>42%<\/strong><span>of surveyed employers expect talent availability to decline by 2030<\/span><\/div>\n<div class=\"ms-stat\"><strong>29%<\/strong><span>expect talent availability to improve over the same period<\/span><\/div>\n<div class=\"ms-stat\"><strong>71%<\/strong><span>of organisations in LinkedIn&#8217;s 2025 learning survey offered leadership training<\/span><\/div>\n<div class=\"ms-stat\"><strong>15%<\/strong><span>of surveyed employees said their manager helped them build a career plan in the prior six months<\/span><\/div>\n<\/div>\n<h2 class=\"ms-section\">Skills gaps are the leading transformation barrier in the WEF employer survey<\/h2>\n<p>The World Economic Forum&#8217;s <em>Future of Jobs Report 2025<\/em> draws on more than 1,000 employers representing more than 14 million workers across 22 industry clusters and 55 economies. In that survey, <strong>63% of employers<\/strong> identified skills gaps in the labour market as a major barrier to business transformation over 2025\u20132030.<\/p>\n<p><a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/digest\/\" target=\"_blank\" rel=\"noopener\">Source: World Economic Forum, Future of Jobs Report 2025<\/a><\/p>\n<div class=\"ms-insight\"><strong>Succession implication:<\/strong> A succession plan that only identifies current job-holders and likely replacements is backward-looking. If role requirements are changing, the pipeline must be developed against future capabilities, not yesterday&#8217;s job description.<\/div>\n<h2 class=\"ms-section\">Employers are more pessimistic about talent availability<\/h2>\n<p>WEF reports that only <strong>29% of surveyed employers<\/strong> expect talent availability to improve over 2025\u20132030, while <strong>42%<\/strong> expect it to decline. The report says employers headquartered in Europe, the Middle East and North Africa, and North America are more cautious than the global average about talent availability.<\/p>\n<p><a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/in-full\/4-workforce-strategies\/\" target=\"_blank\" rel=\"noopener\">Source: World Economic Forum, Workforce strategies chapter<\/a><\/p>\n<div class=\"ms-bar-wrap\">\n<strong style=\"color:#3d2408\">WEF employer outlook on talent availability, 2025\u20132030<\/strong><\/p>\n<div class=\"ms-bar-row\"><span>Expect improvement<\/span><\/p>\n<div class=\"ms-bar\">\n<div class=\"ms-fill\" style=\"width:29%\"><\/div>\n<\/div>\n<p><strong>29%<\/strong><\/div>\n<div class=\"ms-bar-row\"><span>Expect decline<\/span><\/p>\n<div class=\"ms-bar\">\n<div class=\"ms-fill\" style=\"width:42%\"><\/div>\n<\/div>\n<p><strong>42%<\/strong><\/div>\n<p style=\"margin:14px 0 0;color:#6b7a99;font-size:.78rem\">These are employer expectations from the WEF survey, not a forecast that talent supply will move by those percentages.<\/p>\n<\/div>\n<h2 class=\"ms-section\">Upskilling is the dominant workforce response<\/h2>\n<p>In the same WEF survey, <strong>85% of employers<\/strong> said they expected to prioritise upskilling their workforce as a response to the macrotrends shaping work through 2030. WEF also reports that employers expect <strong>39% of workers&#8217; core skills<\/strong> to change by 2030.<\/p>\n<p>For succession planning, this matters because a future successor may need a meaningfully different capability set from the current role-holder. A static replacement chart cannot solve a moving skills requirement.<\/p>\n<p><a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/in-full\/3-skills-outlook\/\" target=\"_blank\" rel=\"noopener\">Source: World Economic Forum, Skills outlook<\/a><\/p>\n<div class=\"ms-grid\">\n<div class=\"ms-card\"><strong>Leadership and social influence<\/strong><\/p>\n<p>WEF places this among the skills rising in importance, reinforcing the need to develop leadership capacity before promotion.<\/p>\n<\/div>\n<div class=\"ms-card\"><strong>Talent management<\/strong><\/p>\n<p>Also appears among skills rising in importance, which makes pipeline-building itself a capability organisations need.<\/p>\n<\/div>\n<div class=\"ms-card\"><strong>Analytical thinking<\/strong><\/p>\n<p>Remains important as future roles involve more complex data, ambiguity and decision-making.<\/p>\n<\/div>\n<div class=\"ms-card\"><strong>Resilience and agility<\/strong><\/p>\n<p>Increasingly valuable where successors inherit transformation rather than stable operating conditions.<\/p>\n<\/div>\n<\/div>\n<h2 class=\"ms-section\">Leadership training is common, but career support is much less consistent<\/h2>\n<p>LinkedIn&#8217;s <em>2025 Workplace Learning Report<\/em> surveyed <strong>937 L&#038;D and HR professionals<\/strong> with influence over learning budgets and <strong>679 learners<\/strong> across selected markets in the Americas, Asia-Pacific and Europe. Among participating organisations, <strong>71%<\/strong> reported offering leadership training.<\/p>\n<p>Yet only <strong>15% of surveyed employees<\/strong> said their manager had helped them build a career plan in the previous six months, down five percentage points from 2024. In the same report, <strong>50%<\/strong> of respondents selected lack of proper manager support as one of the leading barriers to career development.<\/p>\n<p><a href=\"https:\/\/business.linkedin.com\/learn\/resources\/workplace-learning-report\" target=\"_blank\" rel=\"noopener\">Source: LinkedIn Learning, Workplace Learning Report 2025<\/a><\/p>\n<div class=\"ms-insight\"><strong>Succession implication:<\/strong> Organisations can spend heavily on leadership programmes and still have a weak succession pipeline if managers are not discussing careers, assigning development experiences and connecting people to internal opportunities.<\/div>\n<h2 class=\"ms-section\">Career development maturity is still uneven<\/h2>\n<p>LinkedIn&#8217;s analysis classified <strong>36% of organisations<\/strong> in its study as \u201ccareer development champions\u201d, based on indicators including leadership development and internal mobility. That label is LinkedIn&#8217;s own analytical category, not an independently standardised benchmark.<\/p>\n<table class=\"ms-table\">\n<thead>\n<tr>\n<th>Indicator<\/th>\n<th>Current evidence<\/th>\n<th>Succession relevance<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Skills gaps<\/td>\n<td>63% of WEF employers cite them as a major transformation barrier<\/td>\n<td>Critical-role pipelines need future skills, not just replacements<\/td>\n<\/tr>\n<tr>\n<td>Talent availability<\/td>\n<td>42% expect decline; 29% expect improvement<\/td>\n<td>Relying only on external hiring may become harder<\/td>\n<\/tr>\n<tr>\n<td>Upskilling priority<\/td>\n<td>85% of WEF employers expect to prioritise it<\/td>\n<td>Internal development should be built into succession plans<\/td>\n<\/tr>\n<tr>\n<td>Leadership training<\/td>\n<td>71% of organisations in LinkedIn&#8217;s survey offer it<\/td>\n<td>Formal development is common, but must connect to role readiness<\/td>\n<\/tr>\n<tr>\n<td>Manager career-plan support<\/td>\n<td>15% of surveyed employees received it in the prior six months<\/td>\n<td>Day-to-day career development may be much weaker than programme availability<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 class=\"ms-section\">What the evidence does and does not tell us<\/h2>\n<table class=\"ms-table\">\n<thead>\n<tr>\n<th>Claim<\/th>\n<th>Supported interpretation<\/th>\n<th>Do not overclaim<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>63% cite skills gaps<\/td>\n<td>Skills shortages are a major employer concern in the WEF sample.<\/td>\n<td>It does not mean 63% of every organisation&#8217;s critical roles lack successors.<\/td>\n<\/tr>\n<tr>\n<td>42% expect talent availability to decline<\/td>\n<td>More surveyed employers expect worsening than improving availability.<\/td>\n<td>It is an expectation, not a measured future outcome.<\/td>\n<\/tr>\n<tr>\n<td>71% offer leadership training<\/td>\n<td>Leadership development is a common practice in LinkedIn&#8217;s surveyed organisations.<\/td>\n<td>It does not prove the training is effective or tied to succession.<\/td>\n<\/tr>\n<tr>\n<td>15% received career-plan help<\/td>\n<td>Manager involvement in career planning was limited among surveyed employees.<\/td>\n<td>It does not measure every form of informal career support.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<h2 class=\"ms-section\">A better succession dashboard<\/h2>\n<p>The external statistics explain why pipeline risk deserves attention. Internal measures show whether your own organisation is improving.<\/p>\n<div class=\"ms-artifact\">\n<h4>Metrics worth tracking internally<\/h4>\n<ul>\n<li>Percentage of genuinely business-critical roles with at least one assessed successor<\/li>\n<li>Percentage with two or more plausible successors<\/li>\n<li>Number of roles with no \u201cready now\u201d or \u201cready later\u201d coverage<\/li>\n<li>Development actions completed for named successors<\/li>\n<li>Internal mobility into critical feeder roles<\/li>\n<li>Time to competent performance after promotion or transition<\/li>\n<li>Retention of identified pipeline talent<\/li>\n<li>Representation across the succession pool compared with the eligible talent population<\/li>\n<li>Emergency-cover readiness for critical roles<\/li>\n<li>Frequency with which succession assumptions are reviewed and challenged<\/li>\n<\/ul>\n<\/div>\n<h2 class=\"ms-section\">Why these numbers matter more in 2026<\/h2>\n<p>The current evidence points in one direction: organisations are navigating changing skill requirements while many employers expect talent availability to become harder, not easier. That increases the value of a disciplined internal pipeline, but it does not mean every role should be filled internally.<\/p>\n<p>External hiring can bring expertise, diversity of experience and capabilities the organisation does not yet possess. A mature succession system makes that decision deliberately. It knows where internal development is strong, where it is weak, and where the market needs to remain part of the solution.<\/p>\n<h2 class=\"ms-section\">Family-business succession data shows where readiness breaks down<\/h2>\n<p>Deloitte Private&#8217;s 2026 global family-business research adds a more direct succession lens. It reported that <strong>27% of families<\/strong> and <strong>40% of family businesses<\/strong> were either navigating succession already or expected to face it within the next decade. The leading reported barriers were next-generation readiness at <strong>35%<\/strong>, difficulty identifying a suitable successor at <strong>33%<\/strong>, and reluctance of current leadership to step aside at <strong>32%<\/strong>.<\/p>\n<p><a href=\"https:\/\/www.deloitte.com\/global\/en\/about\/press-room\/global-report-reveals-succession-preparedness-gaps.html\" target=\"_blank\" rel=\"noopener\">Source: Deloitte Private, global family-business succession research, July 2026<\/a><\/p>\n<div class=\"ms-grid\">\n<div class=\"ms-card\"><strong>35%: next-gen readiness<\/strong><\/p>\n<p>The successor question is often a development problem before it becomes a selection problem.<\/p>\n<\/div>\n<div class=\"ms-card\"><strong>33%: identifying a successor<\/strong><\/p>\n<p>A thin pipeline leaves boards choosing between too few candidates when transition becomes urgent.<\/p>\n<\/div>\n<div class=\"ms-card\"><strong>32%: incumbent reluctance<\/strong><\/p>\n<p>Succession can stall even when talent exists if authority transfer is not treated as a governance process.<\/p>\n<\/div>\n<div class=\"ms-card\"><strong>13% \u2192 26%<\/strong><\/p>\n<p>Deloitte reported that the share expecting a non-family CEO after succession was projected to double, showing that \u201csuccession\u201d does not always mean hereditary replacement.<\/p>\n<\/div>\n<\/div>\n<h2 class=\"ms-section\">The experience gap matters because future leaders need evidence, not labels<\/h2>\n<p>Deloitte&#8217;s 2025 Global Human Capital Trends research surveyed nearly 13,000 business and HR leaders and found that <strong>66% of managers and executives<\/strong> said their most recent hires were not fully prepared, with lack of experience the most common shortcoming. In separate analysis, <strong>36% of managers<\/strong> said they were not sufficiently prepared for the people-management parts of their role.<\/p>\n<p><a href=\"https:\/\/www.deloitte.com\/us\/en\/about\/press-room\/deloitte-report-aims-to-help-leaders-navigate-complex-workplace-tensions.html\" target=\"_blank\" rel=\"noopener\">Source: Deloitte, 2025 Global Human Capital Trends<\/a><\/p>\n<div class=\"ms-insight\"><strong>Succession implication:<\/strong> The strongest pipeline is not a list of people who have attended leadership training. It is a set of candidates who have accumulated the specific experiences, judgement and exposure required by the future role.<\/div>\n<table class=\"ms-table\">\n<thead>\n<tr>\n<th>Pipeline question<\/th>\n<th>Weak evidence<\/th>\n<th>Stronger evidence<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Can this person lead across functions?<\/td>\n<td>High performance in one function<\/td>\n<td>Successful cross-functional assignment with measurable outcomes<\/td>\n<\/tr>\n<tr>\n<td>Can this person handle ambiguity?<\/td>\n<td>Positive potential rating<\/td>\n<td>Decision record from a complex project, incident or transformation<\/td>\n<\/tr>\n<tr>\n<td>Can this person influence senior stakeholders?<\/td>\n<td>Manager recommendation<\/td>\n<td>Direct exposure to board\/executive stakeholders with observed performance<\/td>\n<\/tr>\n<tr>\n<td>Can this person take over now?<\/td>\n<td>Years of service<\/td>\n<td>Role-specific readiness assessment against current and future requirements<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<div class=\"ms-related\">\n<h3>Build the succession-planning cluster<\/h3>\n<div class=\"ms-related-grid\">\n<a href=\"\/en\/succession-planning-talent-pipeline-guide\/\"><strong>Succession Planning Guide<\/strong><span>A practical step-by-step framework for critical roles, readiness, talent pools and emergency cover.<\/span><\/a><br \/>\n<a href=\"\/en\/leadership-development-statistics-2026\/\"><strong>Leadership Development Statistics 2026<\/strong><span>Current evidence on manager capability and leadership development.<\/span><\/a><br \/>\n<a href=\"\/en\/how-to-build-a-career-development-plan-for-your-team\/\"><strong>Career Development Plans for Teams<\/strong><span>Turn development goals into practical experiences and follow-through.<\/span><\/a>\n<\/div>\n<\/div>\n<div class=\"ms-cta\">\n<h3>Turn workforce risk into a working talent pipeline<\/h3>\n<p>MATSH&#8217;s Succession Planning and Talent Pipeline Development Course focuses on identifying critical roles, assessing readiness, building development pathways and preparing the organisation for both planned and sudden transitions.<\/p>\n<p><a href=\"\/en\/course\/succession-planning-talent-pipeline-course\/\">Explore the Succession Planning course<\/a><br \/>\n<a href=\"\/en\/register\/?course=Succession+Planning\">Register<\/a>\n<\/div>\n<h2 class=\"ms-section\">Sources<\/h2>\n<ul>\n<li><a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/digest\/\" target=\"_blank\" rel=\"noopener\">World Economic Forum, Future of Jobs Report 2025<\/a><\/li>\n<li><a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/in-full\/4-workforce-strategies\/\" target=\"_blank\" rel=\"noopener\">World Economic Forum, Workforce strategies<\/a><\/li>\n<li><a href=\"https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/in-full\/3-skills-outlook\/\" target=\"_blank\" rel=\"noopener\">World Economic Forum, Skills outlook<\/a><\/li>\n<li><a href=\"https:\/\/business.linkedin.com\/learn\/resources\/workplace-learning-report\" target=\"_blank\" rel=\"noopener\">LinkedIn Learning, Workplace Learning Report 2025<\/a><\/li>\n<li><a href=\"https:\/\/www.cipd.org\/en\/knowledge\/factsheets\/succession-planning-factsheet\/\" target=\"_blank\" rel=\"noopener\">CIPD, Succession planning factsheet<\/a><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Verified 2026 succession-planning evidence covering skills gaps, talent availability, upskilling, leadership training, manager career support and internal pipeline metrics.<\/p>\n","protected":false},"author":1,"featured_media":10428,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":"","footnotes":""},"categories":[268,404,263],"tags":[],"class_list":["post-10426","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-human-resources","category-professional-development","category-research"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/10426","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/comments?post=10426"}],"version-history":[{"count":2,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/10426\/revisions"}],"predecessor-version":[{"id":10450,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/posts\/10426\/revisions\/10450"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/10428"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=10426"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/categories?post=10426"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/tags?post=10426"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}