Audio Interview

Corporate boards: why their most important duty is the hardest to achieve

Published on May 23, 2025   31 min

Other Talks in the Playlist: Interviews with business leaders and scholars

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Interviewer: Today, I'm interviewing Bill George, an executive fellow at Harvard Business School, where he taught leadership since 2004. He's a former chairman and CEO of Metronic and I'm interviewing him about how and why boards should appoint the right CEO for their company. Drawing on opinions in his article, corporate boards are failing in their Number 1 duty published in HBS Working Knowledge on 16th of July 2024. A link to the article accompanies this interview and listeners are expected to have read it before listening, also provided as a link to Bill's extremely impressive biography. Bill is the author of many successful books, including True North Emerging Leader Edition. Incidentally, I've not spoken to my guest before. I've gone straight to first name turns because that is what his office has told my producer he prefers. Bill, thank you sparing the time. Let's get straight to it. You have had an extremely successful business career. You've been successful as a COO and a CEO. You've been a member of many boards of large companies. You think some boards at least are failing when appointing new CEOs. What's the robust evidence for your opinion? The examples you provide are after the event explanations. How do we assess if you've correctly matched outcome and cause?

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Corporate boards: why their most important duty is the hardest to achieve

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