As far as news announcements go, this one was pretty surprise-free. John Watson’s retirement announcement yesterday as Chairman of Chevron was not a surprise, and neither was his pick to lead the oil giant.
While most business owners realize the importance of transition planning, most say they are too busy running their business to think about what’s going to happen to it in the future, a new survey says.
We all know how much robots are threatening jobs in the manufacturing sector. And reports are increasingly showing that the services industry isn’t immune either, as robots flip burgers and even dole out medical advice. Surely the CEO’s job is safe though, right?
Executives who do not plan for a successor are, plain and simple, selfish leaders.
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.
A new study shows that CEO succession plans are often more talk than action, Fortune says.
A new study by EY Global and Kennesaw State University sheds some light on how CEOs and owners of family-run companies perceive the strengths and weaknesses of family ownership, especially when it comes to succession and on what they do to make sure it endures as a family-run business.
As the saying goes, “the best laid plans of mice and men often go awry.” In the case of succession, an unexpected CEO vacancy can throw even a healthy organization into disarray.
Historically, Board Director Succession Planning has been relegated to a process focused on simply “replacing” a particular individual who is retiring with someone who is most like that particular individual. Although instituted quite frequently, this historical approach ignores three truths that are worth examining.
A new study of investor concerns provides CEOs and boards a roadmap for reducing risk and improving business performance.
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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