Letter to BS: Successor to a long-serving top boss must be equally reputed

It would be indicative of lack of succession planning if the reins are given to an outsider when the organisation is doing well

Apropos the lucid article “Passing the baton… smoothly” by S Suramanian and Nupur Pawan Bang (November 7) about the challenges faced by CEOs and chairmen who succeed legendary business leaders. May I add a few points? 

When the retiring long-serving top boss is succeeded by someone from within the organisation, the latter generally follows his/her strategy and the organisation may fail to explore new opportunities. If his colleagues do not see him as the right choice, he may have to face more difficulties.

If the person tries to make strategic change, the resistance from his top team may dissuade