Details

Abstract / Summary

The $256.3 billion retail chain Wal-Mart has the distinction of being the world's largest company. Founder Sam Walton carried the company to new heights. As his term drew to a close, Walton debated whether to have a family member, or an outsider, or a company employee succeed him. After weighing the pros and cons, Walton decided to make his eldest son the chairman after he died. He groomed David Glass a senior employee to take over as Wal-Mart's CEO (Chief Executive Officer) in 1988. The Walton family is quite happy to stay away from day-to-day operations. But it has decided to be watchful and groom the next generation of Waltons to understand their responsibilities. Succession planning under Glass gathered momentum in the mid-1990s. Glass chose Lee Scott, an insider to succeed him in 2000. Wal-Mart's board members and investors are happy at how smoothly the Glass-Scott transition has gone. The case discusses how proactive succession planning at Wal-Mart has ensured that there is no leadership vacuum.

Field of Interest

Business & Economics

Author

A. V. Vedpuriswar, fl. 2005

Copyright Message

Copyright © 2005 by IBS Center for Management Research

Content Type

Case study

Duration

0 sec

Format

Text

Original Publication Date

2005

Page Count

9

Publication Year

2005

Publisher

IBS Center for Management Research

Place Published / Released

Hyderabad, Andhra Pradesh

Subject

Business & Economics, Social Sciences, Corporate Governance, Executives, Leadership roles, Business affairs, Management, Warehouse Clubs and Supercenters, Governança Corporativa, Gobierno Corporativo, United States of America, USA, US of A, America, Estados Unidos, Wal-Mart Stores, Lee Scott, 1949-, David D. Glass, 1935-, Sam Walton, United States, Talent Management

Keywords and Translated Subjects

Governança Corporativa, Gobierno Corporativo, United States of America, USA, US of A, America, Estados Unidos