If CEO succession is so well researched, why do so many boards still get it wrong?
Directors should rethink the questions they are asking
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OVER the past few years, I have served on several boards and participated in numerous nomination and remuneration committee (NRC) discussions, including chairing one for a listed company.
If there is one topic that consistently commands the board’s attention, it is the succession of the CEO.
On paper, this should be one of the most structured decisions a board makes. There is no shortage of research, governance guidance and published best practices. Most directors understand the theory.
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