Chapter 3
Whose Job Is It, Anyway?
“The board has to understand, not just explicitly, but intuitively, that CEO succession planning is its most critical responsibility. If the board truly does understand that instinctively, then it will constantly be working the succession issue and it will always see the process in the context of a continuum.”
—John Hanson, non-executive chairman and former CEO of Joy Global, Inc.
Over the past 66 years, we have witnessed tremendous change permeate virtually every industry, with each passing decade bringing greater complexity to the course and conduct of business. Correspondingly, we have experienced the process of CEO selection and succession become far more involved and the repercussions of success or failure ...
