When senior executives stop developing Harvard Case Solution & Analysis

Increasingly, companies have started to get the significance of succession planning. Best practice companies invest substantial time plus money in the identification of up and coming leaders; more boards of directors also have come to adopt their role in overseeing series to a couple of senior jobs including COO and CFO, as well as to the CEO position.

Sadly, unless executives are being considered as candidates for higher level roles, these development efforts rarely extend to other members of the senior team of a company's: the heads of important running groups as well as corporate functions including finance and IT.

When senior executives stop developing Case Study Solution

In this specific article, we identify three patterns that increase the danger of performance failure for long-tenured senior executives who are not being considered candidates for higher level functions. We then present three issues that can activate a number of significant development actions, which can consequently create more powerful senior executive teams, check unplanned attrition, and lead to more predictable succession plans.

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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