ing such problems is defining the question. Because the Japanese system is very time consuming and involves many participants from various functions within the organization, the Japanese system is suited to big decisions. A change is president is one of the most crucial events in the life of a company, and it is an event in which the board of directors plays a central role. Because the new president must be chosen soon, it is already too late to make an effective decision. The decision process will inevitably be marred by politics and compromises, resulting in a weaker organization and lower morale. A successful succession process requires that the board members first define the question: Always view the problem from different perspectives. Each board member should have an independent point of view. Board members should be open-minded. Every board member should seek information and opinions from a variety of people to widen his frame of reference.Board members need to be active players in shaping the company, and one of their key responsibilities is to oversee the entire succession process. There has to be an effective management development program for the entire organization. Such a program should have the following characteristics: Stability - there should not be constant changes. Should be viewed as a fundamental element of the administration of the business. The program needs to be well understood by everyone throughout the organization. Comprehensive: it should form the basic personnel program for the whole company. It should not be designed to cover just the very top layer of management. It should track managers' assignments, identify their development needs, and establish the career paths that will prepare them for higher responsibility.The board should be able to draw on information from the management development program to evaluate each manager in relation to the qualities that everyone has agreed are important for...
