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CEO Succession - Hardcover

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Product Details

Title: CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive
Authors: Dennis C. Carey, Dayton Ogden and Judith A. Roland

Format: Hardcover
Publisher: Oxford University Press
Pub. Date: April 2000
Pages: 205
Edition Number: 1
Language: English
ISBN-13: 9780195127133
ISBN-10: 195127137
Product Dimensions: 9" x 5.9" x 0.9"

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Quantity Discounts

Quantity Discounts are available for this book. Please refer to the chart below for pricing information.

Quantity Discount Rate Price
1 to 10 Books List Price $40.00
11 to 25 Books 10% Discount $36.00
26 to 50 Books 15% Discount $34.00
51 to 100 Books 20% Discount $32.00

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Synopsis

Whether precipitated by sudden tragedy, CEO performance issues, or a key executive simply going elsewhere or retiring, succession planning has become a front-burner issue in corporate boardrooms across the country. For board members, CEOs, and anyone concerned about the quality of governance in corporate America, CEO SUCCESSION fills the need for a practical, best-practices roadmap that puts the board of directors squarely at the helm as the guiding force for ensuring the steady flow of effective leadership.

As the first wave of baby boomers now in leadership positions begins to consider retirement, many companies are taking a serious look at how they groom new managers. Retirement, though, can be anticipated; organizations must also be prepared for catastrophic illness, sudden departures, and even tragic accidents. Carey and Dayton Ogden are vice chairman and cochairman at Spencer Stuart, a leading worldwide executive-search firm. They have been involved firsthand in efforts to find replacements for top executives, and here they outline current best practices and identify failed efforts. The authors focus on the role of boards of directors in the succession process. They explain how to define and assign responsibilities, emphasize the need to develop potential leaders internally, and provide guidelines on how CEOs and boards should work together. Carey and Ogden warn that the board should also have "plenty of exposure to those next in line," and they discuss the financial tools that should be in place to facilitate succession planning. It is also important, they advise, to look outside--even if only to "calibrate" internal candidates.

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About The Author

Dennis C. Carey and Dayton Ogden draw on personal interviews and their own behind-the-scenes work with the CEOs and directors of some of the leading companies in the world to articulate the field-tested startegies and techniquest boards need to create a systematic and tansparent planning process that promotes a seamless transition of leadership at every level in the organization.  With an up-close look at such companies as Metropolitan Life, Hewlett-Packard, Mellon Bank, and GTE, CEO Succession shows how to put in place the key delements essential in the succession-planning process: establish and sustain a reliable succession agenda and timetable; implement a self-renewing succession culture that develops leaders at all levels of management; create a healthy relationship between the board and CEO that keeps the CEO on track; and benchmark internal candidates for CEO and other top posts with comparable outside leaders.

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Reviews

"CEO Succession deals with and issue that is vital to every organization - public and private.  The company examples discussed are current, candid and provocative."
Kevin W. Sharer, President and COO, Amgen Inc.

"Dennis Carey and Dayton Ogden offer the insiders' prescription for success in succession.  Directors will savor the advice on how to pick the right CEO; executives will relish the advice on how to be chosen; everyone will delight in seeing how it's really done at companies from Cigna and Delta to GE and Sunbeam.  Graphically narrated by search specialists at the top of the game, CEO Succession tells how to put the right leadership in place for results."
Mike Useem, Egan Professor of Management and Director of the Center for Leadership and Change, Wharton School, University of Pennsylvania

 

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