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Compact case
Case
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Reference no. IMD-3-2036
Published by: International Institute for Management Development (IMD)
Originally published in: 2008
Version: 10.10.2008
Length: 2 pages
Data source: Generalised experience

Abstract

The chairman and the CEO of a successfully run company are discussing the possible succession planning of the CEO. The CEO impatiently points out that he will lose respect if succession planning should proceed. The chairman believes in the value of corporate governance and succession planning, yet doesn't want to offend a successful CEO. What should he do?
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Abstract

The chairman and the CEO of a successfully run company are discussing the possible succession planning of the CEO. The CEO impatiently points out that he will lose respect if succession planning should proceed. The chairman believes in the value of corporate governance and succession planning, yet doesn't want to offend a successful CEO. What should he do?

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