The Changing of the Guard: Planning for Succession at Madison Children's Foundation (B)

2017 ◽  
pp. 1-4
Author(s):  
Liz Livingston Howard
Keyword(s):  
Board Members ◽  
Ceo Succession ◽  
Leadership Succession ◽  
Senior Managers ◽  
Skill Sets ◽  
Succession Plan ◽  
The Past ◽  
Track Record ◽  
External Stakeholders ◽  
Succession Process

In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?To help leaders (paid and volunteer) to better understand the importance of leadership succession planning for their organizations; to provide an understanding of the roles and responsibilities of senior managers in the creation and implementation of a leadership succession process; and to discuss the importance of including internal and external stakeholders in the leadership succession process.

The Changing of the Guard: Planning for Succession at Madison Children's Foundation (A)

2017 ◽  
pp. 1-4
Author(s):  
Liz Livingston Howard
Keyword(s):  
Board Members ◽  
Ceo Succession ◽  
Leadership Succession ◽  
Senior Managers ◽  
Skill Sets ◽  
Succession Plan ◽  
The Past ◽  
Track Record ◽  
External Stakeholders ◽  
Succession Process

In mid-2008, David Miller, the CEO of the Madison Children's Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF's staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF. The critical questions raised by this case include: What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? How does the implementation of a leadership succession process affect the senior staff at an organization? How should external stakeholders be engaged in the leadership succession process?To help leaders (paid and volunteer) to better understand the importance of leadership succession planning for their organizations; to provide an understanding of the roles and responsibilities of senior managers in the creation and implementation of a leadership succession process; and to discuss the importance of including internal and external stakeholders in the leadership succession process.

Political Turbulence and Stalemate in Contemporary Malaysia: Oligarchic Reconstitutions and Insecurities

2018 ◽  
Vol 6 (2) ◽  
pp. 227-251
Author(s):  
Boo Teik Khoo
Keyword(s):  
Political Conflict ◽  
Leadership Transition ◽  
Leadership Succession ◽  
Authoritarian Rule ◽  
National Organization ◽  
The Past ◽  
Plural Society ◽  
Malaysian Politics ◽  
Hegemonic Stability ◽  
Ruling Party

AbstractMalaysian politics has been turbulent over the past two decades, as seen in the damaged tradition of leadership transition, non-violent revolts against successive regimes, and unstable realignments of opposing forces. Two startling symptoms point to disorder. One is the heavy electoral losses and loss of legitimacy suffered by the post-Mahathir regimes. The other is the political re-entry of Anwar Ibrahim and Mahathir Mohamad. The persisting turbulence raises certain questions. Why has the ruling party, the United Malays National Organization, been susceptible to internal fighting, being at once a source of hegemonic stability and systemic instability? Why has the apex of the United Malays National Organization repeatedly jeopardised its traditions of leadership succession? Why has one leader, Mahathir Mohamad, been involved in all the disputes? How did the crisis of the party, not just the regime, become intimately tied to economic crisis? Conventional paradigmatic explanations of Malaysian politics – inter-ethnic rivalry in a plural society, elite solidarity, and regime type (semi-democratic, hybrid, or competitive authoritarian) – are of little help even if ethnicity, elite conduct, and authoritarian rule are relevant. Instead, this essay suggests that the turbulence is part of a long trajectory of oligarchic reconstitution bound to a peculiar nexus of state, ethnicity, and class. The paper does not construct a theory of Malaysian politics. It offers a historically informed exploration of a leitmotif of an unfinished project that runs through much of the past 20 years of political conflict and struggle.

Reflections on Thirty Years of Muqarnas

2014 ◽  
Vol 30 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Gülru Necipoğlu
Keyword(s):  
Board Members ◽  
Islamic Art ◽  
Future Directions ◽  
The Past ◽  
Advisory Boards ◽  
Current State ◽  
Thirtieth Anniversary ◽  
History Of ◽  
Art And Architecture ◽  
State Of The Field

In this volume marking the thirtieth anniversary of Muqarnas, the Editor reflects on the evolution of the journal over the years. To that end, the members of the Editorial and Advisory Boards were sent a questionnaire, asking them to comment on the contributions of Muqarnas and its Supplements series to the field of Islamic art and architecture studies over the past three decades, and to provide suggestions for future directions. Their observations, thoughts, and hopes for Muqarnas have been anonymously incorporated into this essay, which, in conversation with their comments, looks back on the history of the publication and offers some possibilities for the path it might take going forward.
The goal here is neither to assess the historiography nor to examine the current state of the field thirty years after the opening essay of volume 1. Instead, the focus is on the development and impact of both Muqarnas and the Supplements series in a highly specialized field with relatively few and short-lived or sporadic journals, before turning to the successes and shortcomings of these publications, as outlined by some of the board members. 


Exploring the Characteristics of the Founder and CEO Succession as Causes of Corporate Longevity: Findings from Korean Long-Lived Companies

2009 ◽  
Vol 10 (2) ◽  
pp. 157-187
Author(s):  
Dong-Sung Cho ◽  
Se-Yeon Ahn
Keyword(s):  
Crucial Role ◽  
High Ratio ◽  
Ceo Succession ◽  
Current Management ◽  
Management Philosophy ◽  
Social Responsibilities ◽  
Study Results ◽  
The Common ◽  
Succession Process ◽  
Corporate Social

What are the common characteristics of the founder and CEO succession process at long-lived companies? And how do these characteristics help companies survive long periods of time? This inductive study of 26 Korean long-lived companies led to propositions exploring these questions. Long-lived companies had long-tenured founders, less frequent successions, high ratio of insider succession and a formal succession process to secure management stability and competitiveness. It was also observed that the founding vision had an emphasis on corporate social responsibilities and that founding philosophy has succeeded to current management philosophy in most long-lived companies. The study results imply that the heritage of founding stages may play a crucial role for companies to achieve future longevity.

scholarly journals Heir to the Throne: Choice of the Replacement CEO After Unexpected CEO Turnovers

2018 ◽  
Vol 9 (2) ◽  
pp. 172
Author(s):  
Mia L. Rivolta
Keyword(s):  
Shareholder Wealth ◽  
Senior Management ◽  
Leadership Transition ◽  
Board Members ◽  
Ceo Succession ◽  
Management Turnover ◽  
Stock Performance ◽  
Hiring Process ◽  
The Impact ◽  
Selection Of

This paper analyzes firms’ choice of replacement CEOs after unexpected CEO turnovers, and the impact of the replacement decision on shareholder wealth. More specifically, I investigate whether the selection of replacement CEOs from the board facilitates a smoother leadership transition. I find that while selecting replacement CEO from existing board members allows the company to quickly fill the CEO position, thereby reducing uncertainty and transitional costs (measured by new CEO turnover, senior management turnover and delay), it may not be beneficial to shareholders. I provide evidence that replacing departing CEO with a board member is negatively associated with stock performance for up to two years. This paper is a step forward towards the understanding of the roles boards play in the CEO succession and new CEO hiring process.

President's Page

2018 ◽  
Vol 37 (9) ◽  
pp. 640-643 ◽  
Author(s):  
Nancy House
Keyword(s):  
Board Of Directors ◽  
Board Members ◽  
Certification Program ◽  
Job Tasks ◽  
The Past ◽  
Applied Geophysics

By the time this column reaches you, you will have experienced a year of my term as SEG president, and the incoming Board of Directors members will have been announced. I've had about 24 months to reflect on the past and present of our society and profession in a way I never imagined. I'm happy to report that the rebuild effort and the analysis of job tasks we cataloged to begin the process of creating a certification program for petroleum geophysicists have been turned into action. Under the direction of previous SEG presidents John Bradford and most recently Bill Abriel, SEG has reiterated its basic mission of advancing the science of applied geophysics and reorganized the programs and committees within SEG to enable Board members and committee chairs to better execute the wishes of our members.

Regulatory Scrutiny Board: A support for evidence-based policymaking in the European Commission

Evaluation ◽  
2020 ◽  
Vol 26 (2) ◽  
pp. 166-176
Author(s):  
Veronica Gaffey
Keyword(s):  
Impact Assessment ◽  
European Commission ◽  
Board Members ◽  
Senior Managers ◽  
Assessment And Evaluation ◽  
Directorate General ◽  
Part Time ◽  
Regulatory Scrutiny ◽  
Union Action ◽  
Policy Proposals

The European Commission has strengthened its requirements for impact assessment and evaluation over the years. In 2002, it introduced a requirement for impact assessments for new policy proposals and regulations. Such impact assessments had to define the need for European Union action and analyse a variety of options for action. In 2006, it established an Impact Assessment Board, made up of senior managers from across Commission directorates-general. The Board members worked part-time on the Board and did not sit in judgement on proposals from their own directorate-general.

Expanding a Canadian community health centre

2014 ◽  
Vol 27 (3) ◽  
pp. 231-243 ◽  
Author(s):  
Stacy T. Greening ◽  
Cameron Wild ◽  
Vera Caine
Keyword(s):  
Community Health ◽  
Health Centre ◽  
Structured Interview ◽  
Community Health Centre ◽  
Board Members ◽  
Content Type ◽  
Skill Sets ◽  
Governance Process ◽  
Decision Making Processes ◽  
Expansion Period

Purpose – The current study's purpose is to examine, through a case study, a community health centre board's governance during an expansion period with particular attention to the organizational and internal board relations that contribute to or inhibit expansion. Design/methodology/approach – All board members on the slate during the expansion were invited to participate in one semi-structured interview. Administrative data (board documentation and correspondence) were also used to inform the study. Discourse analysis was used to analyze the data. Findings – While board members agreed with the expansion they acknowledge that the expansion process should be examined. Board members identified missing board skill sets, comfort with governance and low organizational understanding as personal barriers to an enhanced process. External barriers included: absent decision support tools; documentation and information availability and historical decision making processes. Research limitations/implications – Half the board members agreed to participate in the interviews. Of those declining, 30 percent cited difficulties during the expansion period as their rationale for withdrawing. Originality/value – Findings add to: the limited publications regarding primary healthcare service expansion; and understanding expansion and volunteer board members' roles and their governance process during this time.

Politics and National Minorities: a trade-off between security and justice?

2014 ◽  
Vol 24 (3-4) ◽  
pp. 298-306
Author(s):  
Walter Kemp
Keyword(s):  
Ethnic Conflict ◽  
Conflict Prevention ◽  
Trade Off ◽  
The Past ◽  
Track Record ◽  
National Minorities ◽  
High Commissioner

For twenty years, the OSCE High Commissioner on National Minorities has worked to prevent inter-ethnic conflict. While there are those that have argued that the High Commissioner has ‘securitized’ minority issues by putting too much emphasis on security rather than justice, the past 20 years of the High Commissioner have shown a track record characterised by conflict prevention and “desecuritization”.

Introduction

1994 ◽  
Vol 25 (6) ◽  
pp. 559
Author(s):  
James W. Wilson ◽  
Catherine A. Brown ◽  
Carolyn Kieran ◽  
Frank K. Lester
Keyword(s):  
Mathematics Education ◽  
Ad Hoc ◽  
Task Force ◽  
Board Members ◽  
Special Issue ◽  
25Th Anniversary ◽  
The Past ◽  
Look Ahead

This special issue of the Journal for Research in Mathematics Education was prepared to help celebrate the 25th anniversary year of the journal. President Mary Lindquist appointed an ad hoc task force to develop activities to mark this 25th year. Input was solicited from former editorial board members and editors and from others throughout mathematics education. We came to a recognition that doing something to reflect on the journal's journey over the past 25 years, while underscoring the scholarship that guides our work, would be a vehicle to help look ahead to the next 25 years.

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