Spencer Stuart and Corporate Board Member share results from the 2012 What Directors Think survey, an annual study that taps into the opinions of U.S. public company directors on pressing issues of the day, including board effectiveness, shareholder communication and social media.
Suggestions on how boards can develop stronger insights in assessing the ability of executives to take on greater leadership roles.
With Point of View, we share our ideas and insights on some of the most critical leadership issues affecting our clients.
Each year, Spencer Stuart tracks CEO transitions among S&P 500 companies. These transitions can be part of a planned succession or can arise unexpectedly, the result of a company or personal crisis. In addition to cataloguing the reasons for CEO departures, based on company reporting, we also examine information about the successors, including their ages, whether or not they are internal candidates and whether they have been appointed chairman of the board in addition to CEO.
The hedge fund industry is confronting the question of how funds can continue without the leadership of the founder. We outline four approaches to making the transition smoothly.
In a video interview, Dayton Ogden, leader of Spencer Stuart's CEO Succession Advisory Services, speaks with Corporate Board Member magazine about the rigor boards should be applying to their succession planning process.
A look at what works in CEO succession planning in Asia.
Marco Tronchetti Provera è Presidente e Amministratore Delegato di Pirelli & C. e ricopre altre importanti cariche in società del gruppo e non, tra le quali: Mediobanca, Confindustria, RCS Quotidiani, Università Commerciale Luigi Bocconi, F.C. Internazionale Milano, Alitalia.
An examination of the circumstances that led to private equity CEO transitions in Europe over the past eight years, and the implications for the industry.
The best leaders aren’t found by looking for that one perfect person. Organizations get the leaders they need when they identify the demands of their situation, and create a process designed to locate the person who best fulfills those requirements.
Findings from a panel discussion of the importance of a succession strategy to the continuing prosperity of a company, and the social obstacles that companies in India need to overcome to develop an effective plan, especially in family-run businesses.
A detailed study of insider and outsider CEO transitions in the top listed companies in France, Germany, the Netherlands and the UK.
Three experts with impressive experience as both CEOs and board directors share their perspectives on succession planning for technology companies at a recent panel discussion in Silicon Valley.
A study of CEO transitions in FTSE 150 companies over the five-year period between 2004-8. Our research shows that a blanket declaration that either insiders or outsiders as a group are the best way forward is no longer sufficient.
A distinguished panel of Canadian business leaders shares insights on CEO succession with a focus on the merits of insider versus outsider succession candidates.
What are the common challenges boards are encountering in their succession planning processes and the best practices for overcoming them?
An article published in the Harvard Business Review reveals that the relative performance of internal versus external CEO candidates varies depending on whether a company is healthy or in crisis.
This article explores the benefits of board service to senior executives and their organizations and presents several considerations for choosing external board assignments that are valuable for both the individual executive and the company.
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients.
A 40-year veteran of General Electric, William J. Conaty led GE’s talent revolution, championing the company’s talent development processes, and served as the right-hand “talent” man to two CEOs. He shares seven key tenets of an effective succession planning process.
Despite ranking it as one of their most important duties, only half of public companies have CEO succession plans in place.
A succession horse race can be an effective tool for assessing top
talent for the CEO’s role, but it also can be highly disruptive when
executed poorly. What are the pros and cons of the horse race and
how can boards ensure that it is used effectively?
Historically, boards had allowed the chief executive officer to take the lead in filling board seats or tended to replace a retiring director with an individual “who looks like the person who left.” Today, of course, boards no longer cede responsibility for director
recruitment and succession planning to the CEO, yet they typically address director succession only on an as-needed basis — when facing an impending vacancy.
It is an issue many CEOs wrestle with: how to do the right thing for one’s company, while also doing right by oneself. When it is time to move on, how can a CEO manage the transition in the most
responsible way with the least negative impact on the company, while planning for the next phase of his or her life?
Point of View is our opportunity to share our collective voice on some of the most critical leadership issues affecting our clients. This issue is a special issue on succession planning.
While the board is charged with the ultimate responsibility for
succession planning, CEOs are indispensable to the process.
Boards and CEOs should work together to clarify their respective
roles and responsibilities in the succession planning process.
Best practices for effective CEO succession planning.