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The Last act of a great CEO
No one is in a better position to get an incoming CEO up to speed than his or her predecessor, whose insights and accumulated wisdom are uniquely valuable during the transition and even beyond. The outgoing leader can provide information about the expectations of high-ranking employees; short-term opportunities ripe for harvesting; how the board and others perceive the newcomer's reputation or personal brand; the strengths and foibles of internal allies and external partners; organizational bench strength; and the wisdom that comes from experience well reflected upon. Organizations and their shareholders don't want intellectual capital like this to simply evaporate, which is why nearly every multinational corporation makes ongoing consultation a requirement in severance contracts and pays handsomely for it. Nevertheless, candid, in-depth discussions between outgoing and incoming CEOs rarely take place..Printed journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | : Harvard Business School Publishing |
|---|---|
| Edisi | - |
| Subjek | Leadership Chief executive officers Intellectual capital Succession planning Management of change |
| ISBN/ISSN | 178012 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |