The seven questions corporate directors should be asking to determine how well career development and succession planning are being implemented in their organizations.
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients.
A regular publication of the Spencer Stuart Consumer Goods & Services Practice
Despite ranking it as one of their most important duties, only half of public companies have CEO succession plans in place.
In this winter issue of Switzerland Point of View we reflect on and provide insights about a number of issues related to planning for the succession of the CEO, top executives and board directors.
A succession horse race can be an effective tool for assessing top
talent for the CEO’s role, but it also can be highly disruptive when
executed poorly. What are the pros and cons of the horse race and
how can boards ensure that it is used effectively?
Historically, boards had allowed the chief executive officer to take the lead in filling board seats or tended to replace a retiring director with an individual “who looks like the person who left.” Today, of course, boards no longer cede responsibility for director
recruitment and succession planning to the CEO, yet they typically address director succession only on an as-needed basis — when facing an impending vacancy.
Some boards focus properly on succession only when faced with
a performance crisis, in which case it is probably too late — they
almost certainly will have to look outside the organization for a
replacement CEO. What are the barriers preventing boards from
dealing effectively with the issue of CEO succession and how can
boards overcome them?
It is an issue many CEOs wrestle with: how to do the right thing for one’s company, while also doing right by oneself. When it is time to move on, how can a CEO manage the transition in the most
responsible way with the least negative impact on the company, while planning for the next phase of his or her life?
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients. This issue is a special issue on succession planning.
While the board is charged with the ultimate responsibility for
succession planning, CEOs are indispensable to the process.
Boards and CEOs should work together to clarify their respective
roles and responsibilities in the succession planning process.
Trends, attitudes and approaches to talent mapping in the insurance industry.
Published in the March 2007 issue of Trustee, this article considers how CEOs can best plan for a graceful exit.
A study of the challenges and opportunities for the global automotive industry and their effect on the automotive leadership profile.
Best practices for effective CEO succession planning.
Die zehn Regeln der “CEO Succession”
Exploration of the ways family businesses can improve their chances of grooming family leaders and hiring the most suitable outsiders when necessary.