1.0MORE SOURCING LTDhttps://moresourcing.com/deMShttps://moresourcing.com/de/author/moresourcing/The Pitfalls of an Interim CEOrich600338<blockquote class="wp-embedded-content" data-secret="s81GL4YdFp"><a href="https://moresourcing.com/de/the-pitfalls-of-an-interim-ceo/">The Pitfalls of an Interim CEO</a></blockquote><iframe sandbox="allow-scripts" security="restricted" src="https://moresourcing.com/de/the-pitfalls-of-an-interim-ceo/embed/#?secret=s81GL4YdFp" width="600" height="338" title="„The Pitfalls of an Interim CEO“ – MORE SOURCING LTD" data-secret="s81GL4YdFp" frameborder="0" marginwidth="0" marginheight="0" scrolling="no" class="wp-embedded-content"></iframe><script type="text/javascript">
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</script>https://moresourcing.com/wp-content/uploads/2026/04/04_02_Agenda_Interim_CEO_1270438427.jpg1200675Appointing an interim CEO may seem like a safe response to sudden leadership gaps, but research suggests it often triggers negative reactions and long-term value loss. In this edition of the HBR Executive Agenda, editor at large Adi Ignatius explains that the problem is not the interim model itself, but how boards engage with the role. Companies that succeed treat interim leadership as a distinct form of succession, with explicit goals and disciplined messaging.