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Committee of the French Art Exhibition in Copenhagen, Peder Severin Krøyer, 1888, Hirschsprung Collection, Copenhagen

Small Vs Large Top Management Teams and the CEO's Workload

Idea posted: September 2014
  • CSR & Governance
  • Leadership & Change

The larger a CEO’s top management team or direct reports, the more time that CEO spends interacting with internal staff on internal operations issues and the less time he or she spends working alone. Thus, CEOs seeking more time for strategy and individual work, and less time for collaboration and team consensus activities, might opt for smaller top management teams instead. 

Idea #437
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King Arthur and the Knights of the Round Table (anon. medieval)

How Evolving C-Suite Structures Affect Performance

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Leadership & Change
  • Operations

The size and structure of C-Suites has changed significantly over the past few decades. An examination of these changes reveals a number of shifts, including one towards more product-focused (or front-end) functional managers in organizations with closely-related business units, and an increase in administrative positions where organizations invest more in IT. These findings also have an impact on general managers’ salaries. Here’s why executives should pay attention to these shifts when structuring their top teams.

Idea #082
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Flattened Organizations: When Cons Outweigh Pros

Idea posted: February 2013
  • Strategy
  • Leadership & Change
  • Learning & Behaviour
  • Operations

When an organization is ‘flat’ employees report directly to senior managers; but as management layers increase, so too does the hierarchical gap between employees the CEO and the C-suite, leading to decision-making being focused at the top of the organization. So should firms eliminate these layers in order to shift more decision-making powers downwards? Well, this Idea shows that this may in fact achieve the opposite. Flattening can lead to more control at the top. 

Idea #083
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