Abstract
Conventional practice evaluates a company in a static mode and therefore lacks a holistic understanding of how value is created. This chapter proposes a value driver theory approach for understanding the enterprise/shareholder value creation process, which is an integral part of succession management. Using a Value Creation Process Chart, we show and discuss how value is measured, determined, and created in private and public enterprises. Succession planning in practice has to date largely focused on filling vacancies as they arise on an ad hoc basis. We describe succession planning as a strategic process and discuss its impact on the value creation capability of an organization. We conclude with suggestions for managers to focus on value creation and the role of succession managers in business exit planning.
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Wendee, P., Sussan, F., Chinta, R. (2018). An Epilogue to Succession Planning: Understanding the Value of Your Enterprise. In: Gordon, P., Overbey, J. (eds) Succession Planning. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-72532-1_18
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