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SPECIAL
ISSUE
Ceo
succession: Global trends and practices -- Paul Menmuir
CEO
selection is one of the most important decision for a board
to make. The first stage of CEO succession should be to identify
the main challenges which lie ahead of the company. Then related
top leadership skills and competencies can be acquired, either
from inside or outside the company. The author presents his
viewpoints on the significant developments that have affected
the approach to CEO succession in recent years.
© IUP. All Rights Reserved.
What's
special about CEO succession? -- William J Rothwell
Today,
CEO succession planning has become a center point of concern
for the companies across the globe. One reason for the sudden,
intense interest in succession planning is the recognized
need for prudent risk management in anticipation of possible
terrorist attacks. Another reason is concern over the loss
of talent in the industrialized nations as a direct consequence
of ageing workforces.
© IUP. All Rights Reserved.
Succession
planning: What every CEO should know -- Mark Caruso
Practical
guidance from the expert in the field. Consider the truly
compelling outcomes you should expect from your process. Learn
about the top 12 reasons to conduct succession planning. Gain
an understanding of the 10 most common mistakes and how to
avoid them. The article concludes with two case studies of
excellence.
© IUP. All Rights Reserved.
Issues
in CEO succession planning -- Christopher W Thomas
The
skills and experience required of CEOs cannot be created overnight.
The planning for their succession starts with the graduate
recruitment practices of the organization and is complemented
by their management development strategies. The overall success
becomes a by-product of strong management development, clarity
of strategy, vision and the strength to implement these approaches
in a constant and logical way.
© IUP. All Rights Reserved.
The
basics of CEO succession planning -- Andrew J Sherman
CEO
succession planning is a process, not an event. And once the
formal CEO succession plan is in place, it must be an evolving,
living and breathing document that is reviewed and updated
from time to time to reflect changes in the marketplace, competitive
conditions or in the health or capabilities of the current
leadership.
© IUP. All Rights Reserved.
Varieties
of CEO succession -- Stewart D Friedman , Paul Olk
This
article presents a conceptual framework that identifies four
kinds of CEO succession processes. These are Crown Heir, Horse
Race, Coup d'Etat, or Comprehensive Search. Examples of each
type (Apple Computer, General Motors, Kodak and P&G) are presented
to help understand each type of succession process.
© IUP. All Rights Reserved.
Secrets
of succession -- Nicholas G Carr Rakesh Khurana
Solving
the problems with CEO succession-and achieving better results-involves
no mystery. The hiring decision simply needs to be approached
with the rigor and rationality of any good purchasing decision.
Like all smart buyers, companies and their boards need to
free themselves of bias, evaluate a broad range of options,
and make a choice based on a solid understanding of their
own needs and interests.
© Nicholas G Carr and Rakesh Khurana. All Rights Reserved.
An earlier version of the article appeared in The Financial
Times on December 6, 2002.
Changes
at the top:The art and science of planning and managing CEO
succession -- Dora Vell
Succession
planning is not about picking a talented executive with a
great track record. It's about finding a person whose skills
and experience uniquely fit the company's strategy and compliment
the management team.
© IUP. All Rights Reserved.
The
Board's stake in succession planning and its process -- Roger M Kenny
No
longer are boards leaving it to CEOs to choose their own successors.
Boards are expecting more from heads of human resources to
deal with this problem by actively building up their bench
strength through effective management development programs
as well as through benchmarking talent outside the company.
If there is any area where boards are frustrated, it's this
area.
© IUP. All Rights Reserved.
Building
to succeed:Strategic succession planning -- Ranjan Acharya
The
process of setting up successors for success has to be an
ongoing process. Organizations need to constantly identify
and assess leadership talent from within and outside. They
must have a process for developing leaders who are already
with them.
© IUP. All Rights Reserved.
Who's
next? The human element in CEO succession planning -- Carol Hart Metzker
While
there is no formula for successful CEO succession planning-public
and private companies of different sizes, industries and geographic
locations have different requirements and contexts-many business
leaders concur that the human element in the process demands
the most attention and finesse.
© IUP. All Rights Reserved.
Leadership:
Successful CEO succession planning -- Jeffrey Cohn , Rakesh Khurana
Much
that is wrong with the CEO search and selection process today
can be traced to a conceptual error and an emotional reaction.
The conceptual error made by directors themselves. The emotional
reaction involves an attempt by directors to relieve the uncertainty
and stress they feel under conditions of daunting challenges
and high uncertainty by bringing in a corporate savior.
© Directorship, May 2003 (www.directorship.com). Reprinted
with permission.
Setting
the leadership agenda for executive development -- Gregory C Kesler
The
CEO should work with human resources leadership to define
a clear set of outcomes and targets for the process. An analysis
of current strengths and weaknesses usually lead to some clear
target areas. (In many companies the initial target for change
is general-management bench depth.) Talent priorities should
be defined by the business units, based on key capabilities
required to execute business plans.
© IUP. All Rights Reserved.
Creating
the corporate global mindset by developing the global leadership
pipeline -- Trevor J O'Hara
Whilst
there is no conclusive evidence of any correlation between
global leadership capabilities and the financial performance
of global organizations, those organizations that seek to
place a great emphasis on developing global leadership talent
will ultimately ensure a pipeline of leaders for winning a
competitive advantage over those organizations who neglect
to have any sort of global leadership succession plan in place.
© IUP. All Rights Reserved.
A
comprehensive assessment model of founder-successor's transition
assessment model of founder-successor's transition -- Ercilia Garcia-Álvarez
The
author presents a model that can be used to help identify
the values that founders are trying to pass on to the next
generation and understand their most immediate effects and
assess both the possibilities for action and the content.
© IUP. All Rights Reserved.
360
Degree Feedback: What to expect from it? -- TV Rao
360
Degree Feedback is defined as summated subjectivities of a
group of people with whom the candidate has interacted. The
author talks about the various facets of 360 Degree Feedback.
© IUP. All Rights Reserved.
Succession
planning:The pros/cons and challenges -- Paul Shearstone
Succession
planning, like any business acumen, is both an art and a science.
That is to say, there are many proven strategies that can
and must be followed so that successful transition can occur.
© IUP. All Rights Reserved.
CEO
succession planning: A South African perspective -- Sandra Burmeister
Effective
succession planning process allows the organizational change
to occur in a deliberate, well communicated and well thought
through manner thereby boosting internal morale and keeping
up to date with the next generation of leadership.
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