Every CEO knows that being replaced is a potential fate, and the idea that they are more worried about someone on the board than the hundreds of candidates inside and out is ridiculous.
Unimpressed with the slow pace of change and a steady stream of poor financial results, General Electric’s board has removed chairman and CEO John Flannery after just over a year on the job.
PepsiCo CEO Indra Nooyi plans to step aside in October, leaving an impressive legacy at the beverage giant—not only in terms of performance, but in terms of corporate culture.
The surprise news of Marvin Ellison moving from the helm of troubled mass merchant JC Penney to the nation’s number two home improvement retailer Lowe’s is a move which is more common than many may think.
The incoming CEO of Domino’s has big shoes to fill and some examples of foundering peers to remind him that leadership in the quick-serve-food industry isn’t for the faint of heart.
With Berkshire Hathaway Inc. adding two senior executives to its board of directors this week, the speculation is that the company’s 87-year-old CEO Warren Buffett’s eventual heir may be filling one of the seats.
A successor who’s got the turnaround expertise the company is seeking will find a stiff challenge in executing an about-face for a brand that has experienced a spectacular fall over the last few years.
Unilever CEO Paul Polman wants to save the world. But now he may have to pay closer attention to saving his own job.
The best way to stay competitive, build a better tomorrow and stay ahead of your competition is to have a sustainable, long-term succession plan to maintain leadership.
Shortcuts promise an earlier arrival, reduced effort, or less expenditure for a similar outcome. But it's difficult to foresee their risks until they suddenly emerge. Such is the case with CEO succession planning.