<ul><li>In Indian banking, the CEO’s chair is less of a role and more of a family heirloom—held onto tightly, passed around selectively, and often leaving everyone wondering if it will ever be vacated.</li><li>Tenures stretch, extensions are granted with the casual inevitability of an extra helping at a family dinner, and leadership transitions are treated less as an institutional necessity and more as an unfortunate disturbance to the status quo.</li><li>The reluctance to prepare for leadership transitions isn’t about a lack of options—it’s about a lack of will.</li><li>Indian banking needs to learn from its past mistakes in succession planning to ensure smooth and effective leadership transitions.</li></ul>

Indian Banking And Succession Planning Masterclass In What Not To Do

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