The Art and Science of Finding the Right CEO  

Oleh:

Tichy, Noel M. ; Lafley, A. G.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 10 (Oct. 2011), page 66-74.
Topik: Chief Executive Officer; Successor; Hewlett-Packard

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.44 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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On September 30, 2010, when Hewlett-Packard announced the appointment of Léo Apotheker, formerly of SAP, as its new CEO, it marked the third time in a little more than a decade that the board of the iconic tech firm had passed over its internal candidates and selected an outsider to lead the company. Less than two months before, Mark Hurd had unexpectedly resigned from his post as CEO, amid a media-fueled firestorm over allegations of unseemly behavior. The majority of commentators focused on Hurd’s conduct, and others questioned the severity of the board’s actions. Yet among the academic, journalistic, and investment communities, surprisingly little attention was paid to what was arguably the most critical issue raised by this incident: the lack of an adequate CEO succession plan at HP.

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