Market commentators may not have been kind to IBM's departing CEO Ginni Rometty, but history will be.
At some stage, every CEO must ask himself or herself: Is my long-term goal to sell the business at some point—or will I stay until they wheel me out in a box?
Nobody enjoys planning for their own untimely departure—but the reality is, turnover in the top spot has never been higher. Consider these six suggestions to be prepared for anything.
Planning for a key employee's departure is not, as some mistakenly believe, inviting turnover or expressing disloyalty to staff, but rather, necessary for long-term success.
Whatever backstage board drama there may have been, Munoz showed courage and character strength in the face of daunting business and personal health crises.
You never know when the time to sell will come. Being prepared now—even if you have no immediate plans to cash out—is just the smart way to go.
The transitional leader phase is the most critical to long-term company sustainability, as executives must work toward building confidence in incoming leaders and ensuring a smooth transition of leadership.
While leadership transitions are a natural step for many organizations, the shift from founder to CEO is unique. To ensure a seamless shift in leadership, here are four best practices that can be implemented.
Without nurturing leadership teams tend to function as groups of individuals rather than as organizational force multipliers. Below are three practical steps leadership teams can take to ensure their teams get in and stay in alignment.
Alongside succession, transition ranks among the top challenges any enterprise will ever face. If not properly planned and executed the damage can be irreparable.