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How I Did It: Xerox’s Former CEO on Why Succession Shouldn’t Be a Horse Race
Article from Bulletin/Magazine - ilmiah internasional
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. 88 no. 10 (Oct. 2010)
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In early 2007 Ursula Burns and I had dinner at a French restaurant on the Upper East Side of Manhattan. It was quiet and expensive—which was uncharacteristic for us. But we needed a place where we could talk. At the time, Ursula was a senior vice president at Xerox and the leading candidate to succeed me as CEO. We were about to announce that she was being promoted to president and would join the board of directors—a move intended to signal that the CEO job was hers to win. It seemed like a smooth transition on the surface. But it’s fair to say that we were arguing behind the scenes, though I’d prefer to call it debating.
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