Loading article…
CEO succession is the process by which boards of directors of an organization ensure that it can transition to a new CEO when their existing CEO retires or can no longer carry out their CEO position. It is a part of succession planning to ensure continuity in leadership from one person to the next holding the CEO position.[1]
CEO succession is one of key functions of a board of directors. Changing the head of an enterprise impacts company culture, board/CEO relations, and perceptions from multiple constituencies inside and outside the business. The disruption that occurs can impact performance in a positive, neutral or negative manner. Successful companies manage this process well in advance with a concerted set of processes and milestones. Effective CEO succession requires a well-defined program that ensures a supply of highly capable candidates ready to assume the CEO position whether through an unexpected event or a planned transition. Success or failure of a CEO transition is influenced by a host of obvious and non-obvious factors, many of them of a social/psychological nature. How these factors are managed can have an enormous impact on the performance and status of the organization.
In an October 2009 release,[2] the United States Securities and Exchange Commission effectively removed the ordinary business exclusion defense used by companies reluctant to disclose their CEO succession process to shareholders. The policy change allows for a new wave of corporate governance scrutiny, as regulators and shareholders increasingly focus on CEO succession practices. Staff Bulletin (SLB 14E) announced that, in principle, the commission no longer allows companies to exclude shareholder proposals based on an argument that CEO succession planning is an ordinary business operations matter. In reversing its position, the SEC acknowledged that poor CEO succession planning constitutes a significant business risk and raises a policy issue on the governance of the corporation that transcends the day-to-day business of managing the workforce. The change indicates that regulators have reframed CEO succession as a risk management issue and placed its responsibility firmly in the boardroom. Succession planning responsibilities are redefined as “a key board function” and “a significant policy (and governance) issue … so that a company is not adversely affected by a vacancy in leadership.”[3]
CEOs can be put in place from multiple options available to any organization, some of which are:
ウォートン校のヘニング・ピエズンカ教授による最近の研究で明らかになったように、同族企業における創業者およびCEOの後継者問題は、特有の課題を伴います。[ 4 ] CEOは、家族経営企業のリーダーシップを譲り渡すことをためらうことが多く、そうすることで家族内でのCEOの役割が損なわれる可能性があるからです。こうした課題にもかかわらず、円滑な移行を実現するには、ビジネス領域と家族領域の境界を慎重に調整し、積極的に維持する必要があります。さらに、後継者の役割を担う子供の適性も課題となる可能性があり、企業は家族関係の有無にかかわらず、潜在的な候補者を並行して探す必要があります。