MORE Search Options

Browse our collection of papers in
Energy Corps

All Subjects
>
Analysis of Companies
>
Energy Corps

C/M/1513. Multimillionaire matchmaker: An inside look at CEO succession planning. Harvard business school case study.

WORDS:: 3350
DATE:: 2010
PRICE:: 39.99 GBP

KEYWORDS: Succession Planning, CEO Succession, Management, Board, Horse Race, Inside-Outside, Succession Planning Models, Skills and Experience Profile, Leadership, Management, Energy Corps, Harvard, case study, lead time, job rotation, multimillionaire,

DOWNLOAD THIS PAPER DOWNLOAD THE REFERENCE LIST

C/M/1512. Multimillionaire matchmaker: An inside look at CEO succession planning. Harvard business school case study.

WORDS:: 3350
DATE:: 2010
PRICE:: 39.99 GBP

This paper analyses the Harvard Business School case study, “Multimillionaire matchmaker: an inside look at CEO succession planning” by David F. Larcker and Brian Tavan. Regarding succession planning in particular reference to the company Energy Corps the paper answers the following questions: 1. Survey data in the case indicates that companies are not generally effective in CEO succession planning. Why is this so? What attitudes or actions by board members discourage CEO succession planning? What attitudes or actions by CEOs discourage planning for their own successor? 2. Energy Corp selected an inside-outside model of succession planning. Was this the right model for them? Why or why not? 3. The outgoing CEO of Energy Corp gave considerable notice to the board of directors that he was planning to retire. How would the process have been different if there had been no lead time? What should Energy Corp have done in this situation? 4. Explain what is meant by a “skills-and-experience profile of the next CEO.” Provide examples of real-life CEOs who are different from their predecessors. How are they different? Be as specific as possible. How do these differences reflect a change in the company’s strategy or environment? In your opinion, are these CEOs the right executives for the job? 5. Review the key leadership and behavioural criteria in Exhibit 3. Do you agree with the order, as they apply to the next CEO of Energy Corp? Which of these criteria are specific to the CEO of Energy Corp and which should be generally required of all CEOs? 6. The case refers to CEO succession planning as a “multi-person event.” What is meant by this? How did Energy Corp prepare for this? 7. Explain the importance of job rotation in the internal evaluation process. What considerations go into deciding the right job rotation? Who should be included in the rotation? The questions concern the effectiveness of succession planning in organisations, the best model of succession planning to adopt, the role of lead time in selecting a new CEO, the nature of skills-and-experience profiles, key leadership and behavioural criteria, succession planning as a multi-person event and the role of job rotation. The attitude and actions of board members and the current CEO which discourage CEO succession planning are also discussed.