Beneath all the reporting on fatally flawed airplane design, serial ten-figure operating losses from big name startups, and Russian-linked presidential election information hackings, there lies an organizational leadership truth from the debacles at Boeing, WeWork, and Facebook: Be wary of giving the CEO job and the board chair job to one person.
Why the CEO Shouldn’t Also Be the Board Chair
Lessons from Boeing, WeWork, and Facebook.
March 04, 2020
Summary.
Recent debacles at Boeing, WeWork, and Facebook illustrate why organizations should be wary of giving the CEO job and the board chair job to one person. These cases also confirm what the authors have learned from interviews with accomplished tech industry CEOs, board chairs, investors and founders: As a leadership practice, the Two Job – One Person model can deny the organization talent at the top and lead to blind spots that undermine the organization’s ability to manage risks.
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Business Plan Development. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Learn how to create a winning business plan.