????結(jié)果，他陷入了大麻煩，美國聯(lián)邦監(jiān)管機構(gòu)指控稱公司高管參與了一項重大會計欺詐。（他待了不到兩年就另謀高就，但上述指控最終讓他丟了連后來那份工作也丟了。)

????施樂后來顯著復(fù)蘇，但保羅的這段復(fù)出經(jīng)歷凸顯——無論本意有多好或有多么必要，請回前CEO可能都會存在問題。特別是創(chuàng)始人，他們想讓企業(yè)經(jīng)營回歸初始愿景或運作方式，而市場已經(jīng)變了。前CEO的回歸也能幫助董事會推卸責(zé)任(策略或計劃失敗)或是轉(zhuǎn)移責(zé)難。

????當(dāng)然，有像喬布斯、舒爾茨這樣大獲成功的故事，也有尚未終結(jié)的傳奇故事，包括電子產(chǎn)品零售商百思買（Best Buy）創(chuàng)始人理查德?舒爾茨的回歸能否給這家腹背受敵的公司帶來新的生機。

????舒爾茨已復(fù)出擔(dān)任百思買董事長一職。受到電商網(wǎng)站低價競爭的沖擊，百思買在CEO休伯特?喬利的領(lǐng)導(dǎo)下最近一個季度出現(xiàn)了虧損。

????沒人知道JC Penney更換CEO的決定能否奏效，但坎特指出：“這次請回來的CEO過去就是因為不得力才被請來的瑞恩?約翰遜頂替（而后者最近也被換了下來）。真是戲劇性十足。

????“既然當(dāng)初整個董事會都認(rèn)為此君策略失敗，需要新鮮血液，我想不通為什么他們又要把這個人請回來。”

????隨著網(wǎng)絡(luò)零售商運用低價和噱頭更多地吸引公眾注意力，JC Penney在如何保留核心顧客方面遇到很大挑戰(zhàn)。JC Penney節(jié)節(jié)敗退。作為前蘋果高管，約翰遜試圖將電子產(chǎn)品公司的一些營銷技巧應(yīng)用到這家擁有百年歷史的美國零售商身上。

????然后，到了今年5月，約翰遜被踢到了一邊，董事會請回前CEO麥隆?烏爾曼重新執(zhí)掌公司?？贫髡f，董事會的想法是：“我們需要一位像護林熊(Smokey the Bear)那樣家喻戶曉、經(jīng)驗豐富的森林消防員，不只是把火滅了就完事?！?/p>

????“他是位真正的零售商，他需要在堅持傳統(tǒng)的同時重建JC Penny的重要地位”她說?！八弥矘湓炝帧！?/p>

????他還有機會拯救這家公司，因此“現(xiàn)在還不是為JC Penney奏哀樂的時候，”她指出?！暗F(xiàn)在沒有一家實體零售商不需要擔(dān)心生存?！保ㄘ敻恢形木W(wǎng)）

????He became mired in federal regulators' charges that senior company executives engaged in an major accounting fraud. (He stayed less than two years, then went onto another high corporate position, but the accusations cost him that job as well.)

????The company later enjoyed a major turnaround, but his stint underscores that no matter how well intentioned - or necessary - bringing back the boss can be problematic. Founders, in particular, can want company operations to return to his, or her, original vision, or operating style when the marketplace has moved on. The return can also be the band aid the board of directors needs to dodge responsibility for failed strategies and plans, or to deflect blame.

????Certainly, there are the over-the-top success stories like Jobs and Schultz, but there are yet-to-be-concluded sagas including whether Richard Schulze, who founded electronics retailer Best Buy, will succeed in breathing new life into the wounded company.

????Schulze has returned as chairman of Best Buy, which has been walloped by online competitors offering cheaper prices, and recorded a loss in its most recent quarter under the leadership of CEO Hubert Jolly.

????No one knows yet how Penney's CEO change will work out, but Kanter noted that "the CEO brought back was one said to have failed previously, which was why (recently replaced CEO) Ron Johnson was brought in - to be a dramatic turnaround.

????"I'm scratching my head about why they brought someone back that the whole board felt had a failed strategy needing updating."

????Penney's has been struggling to hang onto its core audience as online retailers, with low prices and flashy offerings, has exerted a stronger hold on the public. The company has foundered while Johnson, a former Apple executive, tried to apply some of the electronic company's marketing know-how to the century-old American retailer.

????Then in May, Johnson was moved aside and former CEO Myron Ullman was returned to the helm by the board. The board was thinking: "We need a Smokey the Bear, someone who is well known and very experienced, not just to put out the fire," said Koehn.

????"He's a serious retailer who needs to recapture Penney's relevance while holding on," she said. "He needs to plant some new trees and to grow a forest.

????He has a chance to resuscitate the company so "it's not time to play Penney's funeral march," she noted. "But no brick-and-mortar retailer can now afford not to be playing for keeps."