For many successful managers, life doesn't start till 58.
Large companies that combine the CEO and chairman roles now count in the minority, marking a new milestone in American corporate governance history that's been more than a decade in the making.
Which model has worked for your company best when filling the CEO position, outsider, or insider?
Let's not beat around the bush. Some American boardrooms have a dead wood problem. And it's only the very best boards that are able to identify their weakest links, and get those people to either shape up or ship out.
If an activist investor comes knocking, it may be time for CEOs to dust off their resumes.
From Viacom to Facebook, creative enterprises often struggle with CEO transitions.
One company has gone a lot further than sticking a plastic "suggestion box" to an office wall to garner staff feedback.
Two separate studies of the backgrounds of new CEOs came to one notable and perhaps surprising conclusion: Boards are hiring internal candidates for a record share of CEOs at American companies.
Despite the frenzied rise in shareholder activism that challenges the decisions of long-sitting board members individually and collectively, a new study of tenures shows most large companies increasingly are governed by long-sitting board members.
Here's a governance test question to pose to your board: When should you start a CEO succession plan? Correct answer: The day a new CEO takes office. The point, of course, is that it’s never too soon to start planning for a leadership transition. As dramatic as that may sound, it’s actually a fundamental truth, one borne out by anecdotal evidence on a regular basis.