Resource Library Human Capital Management

In this latest episode of Leadership Matters, we explore how companys should react if their CEO steps down.

Two topics stood out in our most recent internal discussion: recent data around the prevalence of underwater options, and how SaaS retention spend is reshaping the cost of talent after the “SaaS-pocalypse.” We continue exploring these topics and welcome dialogue about them and others we’re tracking.

Many boards already approach CEO evaluations with rigor and good intent. The opportunity for improvement is less about reinventing the process and more about sharpening how feedback is collected, integrated, and communicated.

How family businesses can align values, pay and performance — and where most fall short.

Three topics stood out in our most recent internal discussion: the broadening perspective on peer groups and talent markets, growing prevalence of targeted retention awards, and the current effect of AI on pay design and human capital economics. We continue exploring and welcome dialogue about these and other topics we're tracking.

The environment surrounding executive compensation is becoming harder to interpret. Regulations are evolving, shareholder expectations are diverging, economic signals are mixed, and the geopolitical landscape is volatile. 

As CEO turnover rises and business disruption accelerates, succession planning has become a strategic governance priority.

The conversation examines why compensation can serve as a powerful signal of what a company values, how boards can align pay with culture and strategy, and what skills directors need to effectively govern in this expanded mandate.

We explain a framework that helps boards understand the current and desired state of their organization’s culture and what leadership is and can be doing to align culture with strategic direction.

Informal discussions, while seemingly convenient, often fall short in providing the continuity, accountability, and clear guidance essential for effective leadership and sustained organizational success. 

Most compensation programs fail for one of two reasons: the design doesn't match the strategy or the company fails to use the program to communicate and clarify priorities. Boards and compensation Committees focus a lot on the first problem—metrics, targets, peer groups, mix—but rarely as much on the second. 

CEO turnover is surging in 2025, and it’s not just struggling companies making changes. New research from The Conference Board, Egon Zehnder, and Semler Brossy shows that high performers are also proactively swapping leaders to stay ahead of relentless market volatility. To ensure stronger transitions, boards must make succession planning an ongoing process, strengthen internal pipelines while staying open to external talent, and reconsider whether their current CEO profiles address...