“A Gear Change.”
Few Boards work this challenge as diligently as is necessary. My framework builds up the differences in the CEO job, described by A.G. Lafley the Chair/CEO of P&G as “a gear change” and by Sir David Walker, the former chair of Barclay’s bank, as “nearly impossible.”
Once the board has considered the general differences in any CEO position it must then confront the challenge of what specific challenges their company will face over the next 5-7 years.
I deeply believe that boards should then “leave no stone unturned” in their work of CEO selection.
Clearing the path to success…
