公司治理的核心在董事会。董事会要做到公司永续经营,就必须要确保公司经营层随时有合适的继任者或者接班人,并为此建立科学合理的接班人计划,实现企业权力安排的顺利过渡。目前中国民营企业接班人选择主要有三种模式,这三种模式由于受到各种历史与现实条件的制约,各具特点,也各有利弊。对于中国民营企业而言,在接班人选择方面还存在很多问题,目前最主要的问题在于如何建立良性的接班人选择机制。 At the heart of corporate governance is the board of directors. To ensure the sustainable development of the company, the board of directors must ensure that any successor or successor at any time in the company’s management is in place and establish a scientific and rational successor plan to achieve a smooth transition of power arrangements. At present, there are mainly three types of successors in China’s private enterprises. These three kinds of models have their own advantages and disadvantages because they are subject to various historical and realistic conditions. For Chinese private enterprises, there are still many problems in the choice of successors. The most important issue now lies in how to establish a benign successor selection mechanism.