Familiarity Over Fitness: The Board Bias That Keeps Putting the Wrong Leaders in the Corner Office
Blue-chip boards routinely elevate internal candidates to the CEO role based on comfort and continuity rather than demonstrated capability. The consequences—measured in lost market share, stalled innovation, and shareholder value destruction—are frequently underestimated until the damage is already done. This analysis examines the structural and psychological forces that distort succession decisions at America's most prominent corporations.