CEO Succession and Leadership Change in PE-Backed Companies: A Guide for Operating Partners and Boards
Russell Reynolds research via Harvard Law School Forum on CEO transitions in PE-backed companies from entry to exit, and why lost time, not the change itself, is the real risk.
Heidrick & Struggles on how PE firms can support, challenge or change portfolio leadership teams across the hold period, beyond CEO and CFO appointments.
McKinsey on rebuilding the C-suite after a buyout, including how many level-two and level-three roles new portfolio CEOs typically replace.
Stanford GSB Corporate Governance Research Initiative on how boards hire, evaluate and replace CEOs, and whether insiders or outsiders perform better.
Stanford Rock Center research on C-suite succession gaps, and why succession plans fail when they are disconnected from executive development.
Stanford GSB survey of Fortune 250 directors on how thin the CEO talent pool is, including for turnaround leaders, and what that means for succession.
Stanford GSB faculty and operators on what new CEOs of acquired companies get wrong about hiring, firing and transforming the business they inherit.
Korn Ferry's global CHRO survey on HR leaders now spending most of their time advising CEOs and leadership teams through transformation.
Carly Vivian is a leadership and organizational change advisor with thirty years advising senior executives through transformation, restructuring and leadership transition at Fortune 50 organizations. Former roles at McKinsey & Company, Coca-Cola, Slalom, the Federal Reserve Bank of San Francisco and Cogency Group. Stanford GSB Sloan Fellow.
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