September 2017
Intermediate to advanced
256 pages
7h 25m
English
Content preview from G2: Building the Next Generation
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
CHAPTER 14Succession
A leadership development plan is moot without an understanding of the future of the organization to which professionals are committing their careers. It is unrealistic for a firm to ask for the talent, commitment, effort, and heart of G2 professionals without providing a credible plan for the exit of the founders, especially if that exit is visible and necessary (i.e., in the foreseeable future).
A succession plan does not always have to be limited to transactions internal to the organization. A good succession plan should be flexible and open to the possibility that not every future owner will come from within the firm. In many cases, the succession plan may involve a combination of internal and external transactions. A good plan, however, defines the values and goals of the organization to be preserved and realistically addresses the steps the firm can take to protect those values.
For example, the statement “We will never sell the firm to anyone who does not work at the firm” may be premature and unrealistic. As many founders have found out, G2 professionals are not always interested in buying all of the firm. “We will ensure that future owners share in the same values that we live by as an organization and will not consider organizations or people who have not proven that they live by the same values” is better stated.
Internal succession is always a critical process, even if the ultimate exit of the founders is facilitated through an external transaction. ...
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access
More than 5,000 organizations count on O’Reilly
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.