How boards botch CEO succession

• Autores: Robert Hooijberg, Nancy Lane
• Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 57, Nº 4, 2016, págs. 14-16
• Idioma: inglés
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• Resumen

  • To understand the views of boards on CEO succession practices, the authors of this article gathered and analyzed data from an online survey of 124 board members of global (primarily non-U.S.-based) organizations. Respondents were directors of public companies, privately owned companies, and nongovernmental organizations. Data from our survey of directors suggests that many boards have not planned adequately for CEO succession. Some 58% do not have an emergency succession plan, and 54% do not have a long-term succession plan. But 52% agree that the board will most likely hire an outsider if it has to replace the current CEO in the next 12 months. The research uncovered three key reasons boards fail at CEO succession planning: 1. They do not align the hiring criteria for the future CEO with the strategic needs of the organization. 2. They are reluctant to antagonize the incumbent CEO by confronting succession planning. 3. They do not pay enough attention to developing the executives below the CEO level and top team.