000			00998nam a22001457a 4500
999			_c518663 _d518663
008			211007b ||||| |||| 00| 0 eng d
100			_aAraoz, C.F., Nagel, G. and Green, C. _929732
245			_aThe high cost of poor succession planning
260			_aHarvard Business Review
300			_a99(3), May-Jun, 2021: p.98-107
520			_aMany large companies fail to pay enough attention to their leadership pipelines and succession practices. That leads to excessive turnover at the top and destroys a significant amount of value—close to $1 trillion a year among the S&P 1500 alone, say the authors of this article. The biggest costs are underperformance at companies that hire ill-suited external CEOs, the loss of intellectual capital in the C-suites of organizations that executives leave behind, and for companies promoting from within, the lower performance of ill-prepared successors. – Reproduced
773			_aHarvard Business Review
906			_aLEADERSHIP
942			_cAR