C-Suite Variations: Q&A With Russell Reynolds Associates' Anthony Abbatiello
Succession PlanningBoard and CEO AdvisoryC-Suite Succession
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December 10, 2019
Succession PlanningBoard and CEO AdvisoryC-Suite Succession
Russell Reynolds Associates Consultant Anthony Abbatiello answers questions about C-suite and succession planning.
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Global Finance

The Global Finance article, "C-Suite Variations: Q&A With Russell Reynolds Associates' Anthony Abbatiello," features an interview with Russell Reynolds Associates Consultant Anthony Abbatiello on C-suite and succession planning. The article is excerpted below. 


Global Finance: How has the role of a C-suite leader evolved? 

Anthony Abbatiello: The C-suite really began in the post WWII era. From then until the 1980s, it was hierarchical; the CEO as the general and a CFO focused on financial results. The 1980s and 1990s brought an era of functional specialists; the CFO drove the financial vertical and built deep expertise in the function. Today calls for a Renaissance-style variety of capabilities, with business a team sport requiring collaboration and inspiration at the top. C-suite leaders set strategy, influence and build teams, and while they may drive a functional specialty, like human resources, technology or finance, they also collaborate and connect on critical issues like sustainability and the future of work. 


GF: How has the succession process changed?  

Abbatiello: Leading organizations are starting succession much earlier than in the past. We’re seeing C-suite succession projects commencing three to five years out, starting with a contextual analysis of the company followed by assessment of internal candidates, 1-2 years of development and then completing with transition support post-appointment. With shorter CEO tenure, boards need to start preparing for succession almost immediately upon hire. 

To read the full article, click here.