The Changing of the Guard: Planning for Succession at Madison Childrens Foundation (B) Case Solution & Answer

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In mid-2008, David Miller, executive director of the Foundation for children Madison (MCF), began to think about the future of the organization. As founding CEO of Miller was the face of the FCM since its inception in 1993. The Foundation has a strong record of success and has established a reputation for “change” and are “partner” in the community, having made donations of more than $ 60 million to local charities. Although his donations increased MCF staff has not increased over time. The Board of Directors has changed the composition of the last six years, adding more community residents and the “work” of the Board of Directors. The board succession plan is fairly well organized, with a nomination committee and an understanding of the skills and expectations of board members. However, there is a succession plan for the CEO. Council members raised the issue of a non-confrontational way to the last two or three years, and now Miller believes that the time to create a strategy of CEO succession MCF has arrived. Key issues raised by this case are: What roles / CEOs and boards should play in the initiation and implementation of a management process of succession? How to fix? Piece of a leadership succession process affects senior executives in an organization? How external actors are involved in the process of management succession?
by
Liz Livingston Howard
Source: Kellogg School of Management
4 pages.
Release Date: August 5, 2009. Prod #: KEL438-PDF-ENG
The changing of the guard: Planning Foundation (B) of the solution of the case of children of Madison