Rebuilding the C-Suite

Succession planning as a discipline is stale and its outputs are largely undifferentiated from those 30 years ago. But the world has shifted on its axis, and it is time for a different array of strategies, tactics—and results.

FEATURES

	The Art of Leaving Dan Ciampa
	Directors Failing to Act Is the Biggest Barrier to the Boardroom Rusty O’Kelley and Dean Stamoulis, Russell Reynolds Associates’ Board and CEO Advisory Partners, and PJ Neal, Russell Reynolds Associates’ Center for Leadership Insight
	Adopting Virtual Onboarding for CEO Transitions Stephen Miles, The Miles Group, and Deb Bubb, Optum
	Executive Compensation Is a Powerful Communication to Stakeholders Charles Tharp and Kenneth Freeman, Boston University Questrom School of Business

DEPARTMENTS

	Message from the President Surviving the New Talent Landscape Johnny C. Taylor, Jr.
	From the Executive Editor What Does It Mean to Rethink Succession? David Reimer
	The Big Question Executives Must Create the Leaders to Fill Their Shoes John Flint, Ernest W. Marshall, Jr., and Marty Wikstrom
	In First Person Ram Charan: Succession in Family-Led Businesses
	Directors Roundtable The Boardroom Lens on Succession Moderator: Adam Bryant Participants: Robert Eckert, Dambisa Moyo, Georgia Nelson
	Linking Theory + Practice Board Signaling and Preparedness for CEO Succession Anthony J. Nyberg, Adam L. Steinbach, Bradley A. Winn
	Data Watch Succession Planning Differs for Executives, HR Professionals
	The Takeaway: A Discussion Guide
	Member Profile John Whelan, Vice President and CHRO, Yale University

People + Strategy Journal

Fall 2021

Rebuilding the C-Suite

SHRM Executive Network

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