CEO Succession Planning: A Guide to Understanding Concepts of Corporate Governance

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Stanford GSB Corporate Governance Research Initiative

By David F. Larcker, Brian Tayan, Core Concepts Series. Corporate Governance Research Initiative, September 2018 A roadmap to understanding the fundamental concepts of corporate governance based on theory, empirical research, and data. This guide takes an in-depth look at CEO succession planning.

Business

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CORE CONCEPTS
CEO SUCCESSION PLANNING
A Guide to Understanding Concepts
of Corporate Governance
gsb.stanford.edu/cgri

gsb.stanford.edu/cgri
LEARN
EXPLORE FUNDAMENTAL IDEAS
• CEO Succession Planning
DISCUSS
TAKE A TARGETED LOOK AT SPECIFIC ISSUES
• Seven Myths of CEO Succession
• CEO Talent: A Dime a Dozen, or Worth Its Weight in Gold?
• Retired or Fired: How Can Investors Tell if a CEO was
Pressured to Leave?
APPLY
APPLY RESEARCH FINDINGS THROUGH
Key Statistics
• CEO Succession Data
Research Summaries
• CEO Turnover
• Internal vs. External CEOs
• CEO Attributes and Firm Performance
Survey Data
• 2017 CEO Talent: America’s Scarcest Resource?
• 2017 Punishing CEOs for Bad Behavior
• 2014 How Well Do Directors Know Senior Management?
• 2014 Report on Senior Executive Succession Planning and
Talent Development
• 2013 CEO Performance Evaluation Survey
• 2010 CEO Succession Planning Survey
CEO SUCCESSION PLANNING

gsb.stanford.edu/cgri
SUPPLEMENTAL READINGS
FROM BOARDROOM TO C-SUITE: WHY WOULD A COMPANY
PICK A CURRENT DIRECTOR AS CEO?
SUCCESSION “LOSERS”:
What Happens to Executives Passed Over for the CEO Job?
SCOUNDRELS IN THE C-SUITE:
How Should the Board Respond When a CEO’s Bad Behavior
Makes the News?
THE HANDPICKED CEO SUCCESSOR
SEPARATION ANXIETY:
The Impact of CEO Divorce on Shareholders
IS A POWERFUL CEO GOOD OR BAD FOR SHAREHOLDERS?
SUDDEN DEATH OF A CEO: ARE COMPANIES PREPARED WHEN
LIGHTNING STRIKES?
LEADERSHIP CHALLENGES AT HEWLETT-PACKARD:
Through the Looking Glass
CEO HEALTH DISCLOSURE AT APPLE:
A Public or Private Matter?
CEO SUCCESSION PLANNING

gsb.stanford.edu/cgri
CEO SUCCESSION PLANNING
ABOUT US
The Corporate Governance Research Initiative is a Stanford Graduate
School of Business faculty research program that explores the
practice of corporate governance in order to advance intellectual
understanding of this critical area of business management. Our
goal is to encourage academics and professionals to bridge the gap
between theory and practice.
CONNECT WITH US
Email: gsb_corpgovernance@stanford.edu
See all research: gsb.stanford.edu/cgri
Sign up for the newsletter: corpgovemail.com
Follow us on Twitter: @stanfordcorpgov
Join us on LinkedIn
FACULTY DIRECTOR
DAVID F. LARCKER
James Irvin Miller Professor of Accounting
Stanford Graduate School of Business
Director, Corporate Governance
Research Initiative
Senior Faculty, Arthur and Toni Rembe
Rock Center for Corporate Governance,
Stanford University
BRIAN TAYAN, MBA ‘03
Researcher, Corporate Governance
Research Initiative, Stanford
Graduate School of Business
Arthur and Toni Rembe Rock Center
for Corporate Governance,
Stanford University
MICHELLE E. GUTMAN
Researcher, Corporate Governance
Research Initiative, Stanford
Graduate School of Business
Arthur and Toni Rembe Rock Center
for Corporate Governance,
Stanford University
THE TEAM

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David F. Larcker, Stephen A. Miles, Brian Tayan, and Kim Wright-Violich Stanford Closer Look Series, November 8, 2018 CEO activism—the practice of CEOs taking public positions on environmental, social, and political issues not directly related to their business—has become a hotly debated topic in corporate governance. To better understand the implications of CEO activism, we examine its prevalence, the range of advocacy positions taken by CEOs, and the public’s reaction to activism. We ask: • How widespread is CEO activism? • How well do boards understand the advocacy positions of their CEOs? • Are boards involved in decisions to take public stances on controversial issues, or do they leave these to the discretion of the CEO? • How should boards measure the costs and benefits of CEO activism? • How accurately can internal and external constituents distinguish between positions taken proactively and reactively by a CEO?

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Stanford GSB Corporate Governance Research Initiative

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1. gsb.stanford.edu/cgri CORE CONCEPTS CEO SUCCESSION PLANNING A Guide to Understanding Concepts of Corporate Governance gsb.stanford.edu/cgri

2. gsb.stanford.edu/cgri LEARN EXPLORE FUNDAMENTAL IDEAS • CEO Succession Planning DISCUSS TAKE A TARGETED LOOK AT SPECIFIC ISSUES • Seven Myths of CEO Succession • CEO Talent: A Dime a Dozen, or Worth Its Weight in Gold? • Retired or Fired: How Can Investors Tell if a CEO was Pressured to Leave? APPLY APPLY RESEARCH FINDINGS THROUGH Key Statistics • CEO Succession Data Research Summaries • CEO Turnover • Internal vs. External CEOs • CEO Attributes and Firm Performance Survey Data • 2017 CEO Talent: America’s Scarcest Resource? • 2017 Punishing CEOs for Bad Behavior • 2014 How Well Do Directors Know Senior Management? • 2014 Report on Senior Executive Succession Planning and Talent Development • 2013 CEO Performance Evaluation Survey • 2010 CEO Succession Planning Survey CEO SUCCESSION PLANNING

3. gsb.stanford.edu/cgri SUPPLEMENTAL READINGS FROM BOARDROOM TO C-SUITE: WHY WOULD A COMPANY PICK A CURRENT DIRECTOR AS CEO? SUCCESSION “LOSERS”: What Happens to Executives Passed Over for the CEO Job? SCOUNDRELS IN THE C-SUITE: How Should the Board Respond When a CEO’s Bad Behavior Makes the News? THE HANDPICKED CEO SUCCESSOR SEPARATION ANXIETY: The Impact of CEO Divorce on Shareholders IS A POWERFUL CEO GOOD OR BAD FOR SHAREHOLDERS? SUDDEN DEATH OF A CEO: ARE COMPANIES PREPARED WHEN LIGHTNING STRIKES? LEADERSHIP CHALLENGES AT HEWLETT-PACKARD: Through the Looking Glass CEO HEALTH DISCLOSURE AT APPLE: A Public or Private Matter? CEO SUCCESSION PLANNING

4. gsb.stanford.edu/cgri CEO SUCCESSION PLANNING ABOUT US The Corporate Governance Research Initiative is a Stanford Graduate School of Business faculty research program that explores the practice of corporate governance in order to advance intellectual understanding of this critical area of business management. Our goal is to encourage academics and professionals to bridge the gap between theory and practice. CONNECT WITH US Email: gsb_corpgovernance@stanford.edu See all research: gsb.stanford.edu/cgri Sign up for the newsletter: corpgovemail.com Follow us on Twitter: @stanfordcorpgov Join us on LinkedIn FACULTY DIRECTOR DAVID F. LARCKER James Irvin Miller Professor of Accounting Stanford Graduate School of Business Director, Corporate Governance Research Initiative Senior Faculty, Arthur and Toni Rembe Rock Center for Corporate Governance, Stanford University BRIAN TAYAN, MBA ‘03 Researcher, Corporate Governance Research Initiative, Stanford Graduate School of Business Arthur and Toni Rembe Rock Center for Corporate Governance, Stanford University MICHELLE E. GUTMAN Researcher, Corporate Governance Research Initiative, Stanford Graduate School of Business Arthur and Toni Rembe Rock Center for Corporate Governance, Stanford University THE TEAM

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