Mieux planifier la relève du PCD (CEO) | Une approche systématique pour en garantir le succès ?


Vous trouverez, ci-dessous, un article paru dans la section Boards & Governance du site de Spencer Stuart portant sur un sujet très négligé dans le domaine de la gouvernance des entreprises : La planification de la relève du PCD (CEO).

Comme environ 80% des PCD du S&P 500 sont issus de l’interne, les organisations sont dans une bien meilleure position pour planifier la relève de la haute direction, notamment celle du PCD. L’article s’interroge sur la prédictibilité du succès du PCD et énumère plusieurs facteurs qui contribuent au manque de précision dans la définition des critères de réussite :

      1. « The articulated strategy is too rooted in the present and often includes status quo assumptions, rather than taking a view of where the company needs to be in five to 10 years.
      2. The criteria for the future CEO are not based on a deep, analytical review of the company’s financial performance versus industry peers; nor are they tied to the strategic, organizational and operational levers that the next CEO will need to employ.
      3. Evaluations of succession candidates often are loose and relative to the roles executives are in today rather than mapped to the future. Complicating matters, predicting the likely success of internal succession candidates is even more challenging because the CEO role is vastly more complex than their current jobs ».

How Do You Predict CEO Success? The Case for a New Succession Planning Approach

NYC: American Intl Building and Manhattan Comp...
NYC: American Intl Building and Manhattan Company Building (Photo credit: wallyg)

Les entreprises doivent se doter d’un processus systématique de recherche et de préparation d’un successeur potentiel. L’article suggère les étapes suivantes. Veuillez lire l’article pour bieux comprendre chaque actions proposée.

■ Focuses on company performance
■ Defines criteria for the next CEO based on future performance    drivers
■ Challenges traditional assumptions about succession    candidates
■ Assesses succession candidates with a forward-looking lens

« Even as they adopt a more thoughtful succession planning process, boards should remember that no one individual can meet every requirement in equal measure; tradeoffs will be necessary. Boards will be in a better position to navigate these tradeoffs, and increase the odds of a successor coming from within, if they have defined success for the company — and the CEO — through a rigorous review of the performance of the company, its strategic imperatives and the necessary capabilities for the next CEO ».

5 Tips to Get a Head Start on Succession Planning (hiscoxusa.com)

CIO succession: Promote from within vs. hire an outsider (networkworld.com)

BDC Insight: Succession plan includes value creation (business.financialpost.com)

Succession Plans for Businesses (lawprofessors.typepad.com)