LeadershipIt’s riskier than you think. Here’s when it makes sense and who to choose. by Nicolas T. Deuschel, Robert Langan and Christoph MâtFrom the Magazine (May–June 2026)Núria MadridSummary. Leer en españolLer em portuguêsPostBuy CopiesYour CEO just resigned. Or was fired. Or died. What now? Tomorrow you’re going to need someone in charge. If you don’t have a successor ready, you’ll probably decide to appoint an interim CEO—someone who can steer the ship until you find a permanent replacement.Read more on Leadership or related topics Hiring and recruitment, Boards and Succession planningA version of this article appeared in the May–June 2026 issue of Harvard Business Review.PostBuy CopiesRead more on Leadership or related topics Hiring and recruitment, Boards and Succession planning
Should You Appoint an Interim CEO?
A sudden CEO departure can leave companies scrambling to fill the leadership void. Appointing an interim CEO might seem like a safe temporary solution, but in fact that decision often hurts market confidence and the company’s financial performance. Still, interim leaders are now involved in one out of three CEO transitions. Success or failure depends heavily on context: Boards must assess whether the departure was initiated by the board or the CEO and whether the organization is in a stable or crisis state. Then they can choose among four types of interim CEOs, each suited to a different context. Boards that make effective interim appointments do so by building readiness into governance, clarifying mandates, and securing workforce alignment—ensuring continuity and building a foundation for a successful permanent handover.
