Word: khurana
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Dates: during 2000-2009
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There's no guarantee, of course, that any or all of these steps will shelter a new CEO from investor wrath or ensure long-term success. Rakesh Khurana, an assistant professor at Harvard Business School, finds it troubling that even after boards fire a CEO, few engage in self-criticism. "It's not clear whether we'll be witnessing any dramatic reconsideration of what went wrong," says Khurana, author of an acclaimed book criticizing the phenomenon of celebrity CEOs, Searching for a Corporate Savior...
...soon-to-be ex-CEO and chairman--as trouble for Prince. It's "pretty unusual and pretty inhibiting" for a departing CEO to stay on as chairman for two years, says Robert Mittelstaedt, a professor at Wharton Business School. "It means Sandy Weill is still in charge." Rakesh Khurana, the author of a book about America's obsession with charismatic CEOs, says of Prince, "He's in CEO purgatory." Weill insists he is moving on. "This was my decision and my timing," he told TIME. "Why in the world would I do it if I wasn't ready to step...
...will more diverse boards necessarily perform better? They should, because homogeneity among directors often leads to a boardroom culture that "avoids conflict, avoids impoliteness and as a result does not permit hard questioning," says Rakesh Khurana, a professor at Harvard Business School who studies CEO behavior...