Fragmentation and the other problems CEOs have with their top management teams

Article Abstract:

Deficiencies within a top management team (TMT) can gravely impair a firm's performance and vitality. Based on interviews with 23 CEOs of major companies in the United States and Europe, this article identifies the five major problems CEOs have with their TMT's: inadequate capabilities of a single executive, a common team-wide shortcoming, harmful internal rivalries, groupthink, and fragmentation. Fragmentation, the most critical problem, is the case of the team that is not a team at all, but rather a mere constellation of senior executives pursuing their own agendas, with a minimum of collaboration or exchange. Fragmentation often stems from success, and a fragmented team may operate adequately under conditions of stability. But in the face of a major environmental shift affecting the whole firm, the fragmented team is slow, acts in a piecemeal fashion, and is generally maladaptive. The article offers suggestions for overcoming the problem of TMT fragmentation. (Reprinted by permission of the publisher.)

Chief executive officers, Executive ability

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The top management team: key to strategic success

Article Abstract:

The top executive who seeks strategic success will work first and foremost at assembling a managerial team well suited to formulating and implementing strategies in the particular competitive environment faced by the firm. This article presents an analytical framework for assessing and designing top management teams. The value of the framework, illustrated in the case of an actual general manager grappling with an appraisal of his top team, lies in specifying the elements of this important process and identifying the range of issues the manager must consider. (Reprinted by permission of the publisher.)

Evaluation, Corporations, Management committees

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Outside directors with a stake: the linchpin in improving governance

Article Abstract:

This article examines if improved corporate performance can be linked to corporate directors with a stake in the companies they manage. Research suggests that directors that are also large shareholders are an important factor in company performance and improved governance.

United States, Management Policy & Goals, Corporate directors, Corporate governance, Organizational effectiveness, Strategic planning (Business), Investor relations, Goal setting

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