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Solve the succession crisis by growing inside-outside leaders
In his analysis of 1,800 successions, Harvard Business School professor Bower found that companies performed significantly better when they appointed insiders to the job of CEO. Yet Bower finds far too many companies have no succession plans; as a result, when the time comes to name a new chief executive, more firms turn to outsiders. Both insider and outsider CEOs have strengths and weaknesses at the start. What companies must do is find a way to nurture what Bower calls inside-outsiders - internal candidates who have outside perspective. Often such executives have spent much of their time away from the mainstream of the organization, and away from headquarters, living with new opportunities and threats. Nascent inside-outsiders should enter the CEO-training process by the time they are 30 and be given the opportunity to manage a whole business, so that they become good insiders. But they also need to be mentored with an eye toward preserving their outsider perspective, so they learn how to turn their new ideas into great businesses and are protected from old-timers who might be inclined to teach them a lesson.Printed Journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Harvard Business School Publishing Corporation., |
|---|---|
| Edisi | - |
| Subjek | Leadership Chief executive officers Management development Succession planning Mentoring programs |
| ISBN/ISSN | 178012 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |