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The ugly statistics of succession management

Research data from NACD, Korn Ferry and CEB are painting a shocking picture about the effectiveness of current succession management practices. How bad is it? Why? What should be done about it? And maybe most importantly, who should take the lead in driving the necessary change?

Article first written for the blog of HR People & Strategy (USA) – the executive arm of SHRM, the world’s largest HR membership organization. Also appeared on the blog of the Strategy Capability Network and, in a shorter form, on Canadian HR Reporter.

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Example of emotional case: ESA’s latest safety campaign

In an earlier post I talked about the importance of building the emotional case for change – and not just the business case. To illustrate, I used a consumer example: Volkswagen’s Eyes on the road campaign (the video is embedded in that post). I encouraged change leaders to study how others have been able to engage at an emotional level the people who had to change; and I shared some of my favourite stories from the change management literature.

I just came across another great video example, this time by

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Carlos Ghosn’s change leadership insights

Last week I came across this fascinating video interview of Carlos Ghosn, CEO of Renault-Nissan Alliance. He was speaking at a Stanford Graduate School of Business event. With his usual engaging style, Ghosn talks about his experience turning around Nissan and leading the global automobile alliance. He shares some of his insights about change leadership.

I’ve highlighted below the sections of the video that relate more specifically to change management.

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