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Robert W.  Eichinger

Robert W. Eichinger Vice Chairman of the Korn/Ferry Institute
Minneapolis

Bob Eichinger is Vice Chairman of the Korn/Ferry Institute for Korn/Ferry International. Prior to Korn/Ferry’s acquisition of Lominger International, he was cofounder and CEO of Lominger Limited, Inc. and cocreator of the Leadership Architect® Suite of management, executive, and organizational development tools. During his 40+ year career, he has worked inside companies such as PepsiCo and Pillsbury, and as a consultant in Fortune 500 companies in the United States, Europe, Japan, Canada, and Australia. Dr. Eichinger lectures extensively on the topic of executive and management development and has served on the Board of the Human Resource Planning Society. He has worked as a coach with more than 1,000 managers and executives. Some of his books include The Leadership Machine, written with Mike Lombardo, 100 Things You Need to Know: Best People Practices for Managers & HR, written with Mike Lombardo and Dave Ulrich, and FYI for Strategic Effectiveness™, written with Kim Ruyle and Dave Ulrich.

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Jim Peters

Jim Peters Senior Partner
Minneapolis

Jim Peters is a Senior Partner in Korn/Ferry International’s Leadership and Talent Consulting group, based in the Firm’s Minneapolis office. He is also the Global Leader for Succession Planning.

Mr. Peters brings a wealth of knowledge to the Firm’s Leadership and Talent Consulting group. He joined Korn/Ferry in 2006 when the Firm acquired Lominger Limited and Lominger Consulting. He is responsible for the design, development, and implementation of talent management initiatives incorporating the intellectual property of Lominger

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By Robert W. Eichinger and Jim Peters

You have a relatively new CEO. Fifty-seven years young. Became CEO a year and a half ago at 56. Doing well. Came from inside. Consensus choice. Replaced a great decade long CEO. She has confided in the board that she will step down as CEO when she is 62. Assuming her party wins the election, she has plans for public service and is slated for a post as ambassador in the country she and her family love and want to retire in. That means that you, she and the board have five years to find and prepare her replacement. A replacement that will face a tougher, more competitive world with global challenges and increasingly complex issues. Why might this be difficult?

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