Integrating a CEO into a new position and into the company is something that should be well planned and should be a group effort.
After all, failed CEO transitions are costly and can affect share price, brand integrity and much more.
A CEO transition presents both significant opportunities and risks. Research by RHR International shows how to capture the opportunities and minimize the risks across the organization, the board and the senior team.
In this blog post, Paul C. Winum, Senior Partner and Practice Leader—Board & CEO Services for RHR International, elaborates on how these three groups can foster a smooth transfer of leadership, maintaining business momentum and meeting stakeholder expectations.
This article is sponsored by RHR International.
Why companies like Nokia are betting on Middlesex County, New Jersey—where smart governance meets private-sector…
The warehouse automation equipment maker is investing in a strong supply chain by building production…
Strategy processes are getting squeezed. Answering these questions will set you up for building and…
The key lies in a progressive implementation of control mechanisms, each adding a new layer…
To celebrate the 40th CEO of the Year, we share some lessons learned along the…
Chief Executive Group CEO Marshall Cooper opens the 40th annual celebration, this year honoring Lilly’s…