Boards rarely admit that a CEO search went wrong until the cost of getting it wrong becomes impossible to ignore.
By that point, the leadership team has already absorbed months of misalignment, and key performers have started weighing their options. The strategic momentum the transition was supposed to generate has quietly stalled.
The search felt thorough at the time, and the candidate looked right on paper. What the process failed to test was whether the fit ran deep enough to hold under the actual conditions of the role.
For boards navigating a...
