Case ID: R0704F     Solution ID: 34886

Leadership Team Complementary Strengths or Conflicting Agendas Case Solution

Abstract

This incorporates a one-page review that rapidly condenses the key thoughts and gives a diagram of how the ideas function practically speaking alongside recommendations for further perusing. Senior administration groups whose individuals assume reciprocal parts have been chronicled as far back as Homer's record of the Trojan War: Although King Agamemnon directed the Greek armed force, Achilles, Odysseus, and Nestor each assumed an unmistakable part in crushing Troy. Today, corresponding initiative structures are normal and, now and again, even standardized. Think about a CEO concerned fundamentally with outside issues and a COO who concentrates inside. The creators depict four sorts of complementarity: assignment, skill, intellectual, and part. The two top administrators at the product organization Adobe Systems, for instance, speak to the second kind. As CEO, Bruce Chizen draws on his deals and advertising information, while COO Shantanu Narayen includes his building and item improvement aptitude. Roberto Goizueta, once in the past the CEO of Coca-Cola, and Douglas Ivester, his COO (who later got to be CEO), were well known cases of the fourth sort: Goizueta, the representative, kept up great relations with outer partners; Ivester, the warrior, drove the organization to overcome the opposition. Uniting at least two individuals with correlative qualities can make up for the common impediments of each. In any case, with the advantages comes the danger of disarray, difference about needs, and turf fights. Initiative progression additionally introduces generous difficulties, particularly when a COO or president who has worked in a correlative form with the CEO moves into the top part. An association's top managerial staff and CEO can deal with the dangers by cultivating a mutual vision, normal motivations, correspondence, and trust. They can likewise guarantee smooth progression forms in different courses, for example, facilitating a steady exchange of obligations or permitting the CEO and the COO to share obligations the length of they keep up the rationale of complementarity.


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