How Insider CEOs Succeed
When an organization taps one of its current executives to be its new CEO, the transition might seem straightforward.
When an organization taps one of its current executives to be its new CEO, the transition might seem straightforward.
A decision must be made. The facts have been assembled, and the arguments for and against the options spelled out,
Nobody has really recommended command-and-control leadership for a long time. But no fully formed alternative has emerged, either.
A few years ago, the leaders of a multibillion-dollar energy systems company, which I’ll call EnerPac, decided to offer an after-sales service plan for one of its products.
In 2016, Bern-based Swisscom seemed trapped in a mature industry. The global telecom sector was flatlining,
As the head of a large manufacturing plant at a multinational conglomerate, an executive I’ll call David had proved himself a competent, trustworthy manager.
Kundapur Vaman Kamath was a teacher. But he didn’t work at a school or stand in front of a class.
Organizations around the world are failing on one key metric of success: leadership development.
A senior executive we’ll call Christine is overseeing the launch of Analytix, her company’s new cloud-based big-data platform, and she’s expected to meet a tight go-live deadline.
The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary, according to the Conference Board.