In mid-2008, David Miller, CEO of Madison Children's Fund (MCF), begins to wonder about the future of the organization. As founder and CEO, Miller was the face MCF since its inception in 1993. The Fund has a wide experience of success and established itself as a "change maker" and a "partner" in the community by making grants of more than $ 60 million to local organizations. Although grants increased, staff has not increased in the MCF over time. Council changed the composition of the last six years, adding more local people and "working" board members. Plan board consistently well organized, with the Nominating Committee and a good understanding of the skills required and the expectations for board members. However, there is no plan to General Manager in a row. Council members were of the question in a non-confrontational basis over the past two or three years, and Miller believes that it is time to create a strategy director general succession MCF. Critical issues raised by this case include: What role does / should managers and boards to play in the initiation and implementation of leadership succession process? As the process continuity of leadership influence on senior staff? As external stakeholders will be involved in the succession of leadership? "Hide
by Liz Livingston Howard Source: Kellogg School Management 4 pages. Publication Date: August 5, 2009. Prod. #: KEL437-PDF-ENG
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