Co-CEO Arrangements Are Rare, But That Doesn’t Mean It’S A Model That Can’t Work For Your Business. Lisa Smyth Finds Out If Two CEOs Are Better Than One.
It is a truth universally acknowledged that a single CEO must never be in want of a co-CEO, or so says nearly every management expert out there. Traditional thinking suggests that leadership is a singular pursuit and personalities who rise to the top generally do so because of their dominating traits and controlling tendencies. It is believed that models that require joint control and decision making are flirting with disaster and most results suggest co-CEO partnerships rarely end well.
According to Fortune, over the past 30 years only 23 companies in the Fortune 500 have attempted a co-CEO structure. Among these there have been some notable failures. The dual leadership structure that was set up after the Martha Stewart Living Omnimedia merger in 2009 collapsed after a year and, after three years of disappointing performance, Deutsche Bank ended its double-CEO arrangement in 2015.
Others, such as Chipotle and Whole Foods, had a fairly decent run under a co-CEO structure (seven and six years, respectively), though both reverted to single CEOs in 2016. At the time, the Whole Foods board told Forbes that it “made the decision to streamline the decision-making process so we could accelerate faster”, despite the company having exceeded its sales growth that year.
Diese Geschichte stammt aus der April 2019-Ausgabe von The CEO Magazine Asia.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent ? Anmelden
Diese Geschichte stammt aus der April 2019-Ausgabe von The CEO Magazine Asia.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent? Anmelden
Lito German Is Driving Change And Accelerating Growth For Sandbox
After years in the automotive industry, CEO Lito German is now driving change and accelerating growth for importer and distributor Sandbox Middle East.
They're Pioneers In Enshrining Green Values Into Everything They Do
CEO Chamaiporn Uerpairojkit explains how thai plastics giant tpbi was committed to sustainability long before the government made an industry-changing announcement last year.
Maverick Unicorn
Spotify co-founder and CEO Daniel Ek is a textbook example of the startup gurus propelling their companies to billion-dollar valuations.
''Increase The Velocity''
Adapting Camfil’s business model to work at a faster pace was critical for the business to thrive in today’s China, according to managing director Michel Moulin.
Device Manager
Covid-19 tore the world’s tech supply chains asunder, the effects of which are still being felt today. But through steady management and quality of work, malaysian component manufacturer analog devices has managed to thrive during the storm.
Going Antiviral
Chiaphua Industries chief marketing officer and co-founder of Germagic Hamilton Hung has transformed the appliance manufacturer into an antiviral research and development powerhouse. And he has done so with patience and vision.
Risk Vs Return
Add pandemic fallout to a low interest-rate environment and you have a challenge for highnet-worth investors. Where might opportunities lie?
Expect The Unexpected
For lockton philippines insurance & reinsurance brokers ceo vic valledor, providing affordable premiums for the poorest families is vital, especially considering the recent challenges of the covid-19 pandemic.
The Ultimate Investments
With the global economic recovery from the pandemic underway, many analysts are suggesting now is the time to invest – but will whisky, soybeans or bitcoin find a way into your portfolio?
The Future Of Fintech
Covid-19 has accelerated the world’s shift to a digital economy, and airwallex co-founder and president Lucy Liu wants to make sure there are more female fintech leaders with her at the top.
