Although not ground breaking and instead a presentation of a common sense approach to successfully selecting your next CEO, I found this article insightful and a real thought provoker.
It is true that too many CEO and other senior leadership posts are recruited having considered a lot of inward thinking and analysis to what the organisation needs to take it forward. I found the external deep dive and the significant investment taken by several global brands to really understand the external factors they face before deciding upon what a new CEO needs to bring to be successful.
The pivot theory is an interesting method.
Like for like swap outs are common but so are like for like failures!!
Nothing good comes of having the wrong CEO. Mentoring, coaching, senior team members with complementary skills, and special help from the board can’t compensate. The misses are devastating—and very public. Yet some boards still pick chief executives who aren’t right for the job—repeatedly. The revolving doors at HP before Meg Whitman, at Apple before Steve Jobs’s second tenure, and at Yahoo during the past decade are only a few of many recent examples. On the other hand, I’ve seen some surprising CEO appointments that turned out extraordinarily well, such as Lou Gerstner at IBM, Alan Mulally at Ford, and Steve Jobs in his return to Apple.