Choosing a replacement chief executive is among the most consequential decisions a company’s board may ever tackle.

We are confounded by CEOs who seem hell-bent on acting (or have already acted) against their interest: what causes these situations? Are they ever preventable? And perhaps most importantly to practitioners, what can be done to contain the damage or put the train back on track?

A discussion with Martin Kenney on the core psychological devices used in the commission of fraud that are normal, shared by all and simply part of being human.