Post by Michael Whitehead

Leadership transitions are often framed as succession stories, but the real question is whether they represent continuity or a strategic inflection point. Jim Fitterling leaves behind a transformed Dow, having guided the company through separation, portfolio evolution, and significant market change. Yet one of the strongest indicators of organizational health is not the strategy itself it’s whether leadership transitions feel planned rather than reactive. Karen Carter’s appointment highlights the value of long-term leadership development and disciplined succession planning. The strongest leadership legacy is not simply what a CEO builds, but the caliber of leaders they develop to carry the organization forward. In an era where many companies struggle to build meaningful leadership pipelines, Dow demonstrates that succession is not an event it is the outcome of years of deliberate investment in talent. The challenge for Carter will be balancing continuity with evolution. The test of leadership is not preserving the strategy that got you here, but recognizing when the environment demands the next chapter. Ultimately, her success will be measured not by how closely she follows her predecessor, but by how effectively she converts Dow’s transformation into sustained performance and future growth.