Knowledge Archive

McKinsey, February 11, 2011, Michiel Kruyt, Judy Malan, Rachel Tuffield
When a top team fails to function, it can paralyze a whole company. Here’s what CEOs need to watch out for.
Few teams function as well as they could. But the stakes get higher with senior-executive teams: dysfunctional ones can slow down, derail, or even paralyze a whole company. In our work with top teams at more than 100 leading multinational companies,* including surveys with 600 senior executives at 30 of them, we’ve identified three crucial priorities for constructing and managing effective top... Read more »
McKinsey, January 1, 2011, Christian Caspar, Michael Halbye
For the sake of their companies—and their legacies—departing chief executives should leave things in the best possible shape. Here’s how.
Management literature is rich with analysis of the first 100 days of a chief executive officer’s tenure. Far less attention has been paid to a CEO’s last 100 days. We haven’t conducted systematic research on this topic, but we have seen quite a few CEO transitions over the years. And everything we’ve observed suggests that continuing to act as CEO until the very last day boosts... Read more »
Lonergan Partners, September 27, 2010, Mark Lonergan
A panel discussion hosted by Mark Lonergan
The panelists were Philip “Flip” Gianos, Charles “Chuck” Robel, and John Shoven Key Insights from the Panelists Board performance must be managed and improved at two levels—that of the individual board director and that of the board as a whole. Now more than ever managing the composition and responsibilities of board directors is critical to success. The effective board chairman... Read more »
Forbes, March 18, 2010, Donald Delves
A few basic principles go a long way.
A corporate director’s role is one not of management but of oversight. Just as grandparents stay in the background while parents raise children, directors guide top executives from a respectful distance. One of the most direct ways that boards can guide executives is with effective compensation programs. Yet directors themselves often need guidance in how to do it. To keep from losing... Read more »
McKinsey, October 21, 2009, Andrew Campbell, Stuart Sinclair
Boards should view the current crisis as an opportunity to review the way they function. A healthy self-assessment can go a long way toward improving a company’s performance.
During tough times—and they haven’t been this tough for generations—directors are supposed to ask difficult questions about their companies. Yet they rarely ask hard questions about themselves, such as, &ldauo;Are we the right people, asking the right questions, providing the right sort of leadership, challenging management in the most productive ways?” What’s more, except in the banking... Read more »

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