🔑 Selecting the next CEO represents the most critical decision a board of directors can undertake.
All too frequently, boards of directors in Latin America replicate the profile of previous leaders or depend on intuition, rather than initially posing the question: What objective do we need to achieve now, and what type of leader can facilitate its attainment?
In this article, we explore how boards can avoid succumbing to the pitfall of "cloning the previous leader" and instead rigorously define the context, capabilities, and vision that the **organisation** truly requires in the next stage.
📊 We incorporate insights from McKinsey, HBR, PwC, and IDB, applied to the Latin American context: succession within family businesses, leadership challenges in volatile economies, and increasing social pressure for credibility and sustainability.
👉 We encourage you to peruse it and contemplate: Are we preparing leaders for the interview... or for the future?
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