Cover image for CEO succession
CEO succession
Carey, Dennis.
Personal Author:
Publication Information:
Oxford [UK] ; New York : Oxford University Press, [2000]

Physical Description:
x, 205 pages ; 24 cm
Added Author:
Format :


Call Number
Material Type
Home Location
Item Holds
HD38.25.U6 C37 2000 Adult Non-Fiction Central Closed Stacks

On Order



Whether precipitated by sudden tragedy, CEO performance issues, or a key executive simply going elsewhere or retiring, succession planning has become a front-burner issue in corporate boardrooms across the USA. For board members, CEOs, and anyone concerned about the quality of governance in corporate America, CEO Succession fills the need for a practical, best-practices roadmap that puts the board of directors squarely at the helm as the guiding force for ensuring the steady flow of effective leadership.

Author Notes

Dennis C. Carey is vice-chairman of Spencer Stuart US, a leading executive search firm with offices in the US, the UK and Europe, Asia-Pacific, and Africa. He has placed over 50 CEOs in the last four years for companies ranging from AT&T to Unisys, and is the founder of the M&A Group, a group of 50 CEOs which includes the heads of Lucent, Dell Computer, All State, and Dow Chemical. He has authored numerous articles on governance,CEO succession, and business strategy that have appeared in Wall Street Journal and The New York Times. He lives in Scottsdale, Arizona. Dayton Ogden is currently co-chairman of Spencer Stuart. A much sought-after speaker and commentator on key trends affecting CEOs, he serves on the board of directors of several US companies and issecretary and director of Project Hope, a leading healthcare foundation based in Washington, D.C. He lives in New Canaan, Connecticut.

Reviews 1

Booklist Review

As the first wave of baby boomers now in leadership positions begins to consider retirement, many companies are taking a serious look at how they groom new managers. Retirement, though, can be anticipated; organizations must also be prepared for catastrophic illness, sudden departures, and even tragic accidents. Carey and Dayton Ogden are vice chairman and cochairman at Spencer Stuart, a leading worldwide executive-search firm. They have been involved firsthand in efforts to find replacements for top executives, and here they outline current best practices and identify failed efforts. The authors focus on the role of boards of directors in the succession process. They explain how to define and assign responsibilities, emphasize the need to develop potential leaders internally, and provide guidelines on how CEOs and boards should work together. Carey and Ogden warn that the board should also have "plenty of exposure to those next in line," and they discuss the financial tools that should be in place to facilitate succession planning. It is also important, they advise, to look outside--even if only to "calibrate" internal candidates. --David Rouse