247:, had a succession of "number twos" under him, usually titled as president and chief operating officer. Chris Pettit was Fuld's second-in-command for two decades until November 26, 1996, when he resigned as president and board member. Pettit lost a power struggle with his deputies (Steve Lessing, Tom Tucker, and Joseph M. Gregory) on March 15 that year that caused him to relinquish its COO title, likely brought about after the three men found about Pettit's extramarital affairs, which violated Fuld's unwritten rules on marriage and social etiquette. Bradley Jack and Joseph M. Gregory were appointed co-COOs in 2002, but Jack was demoted to the office of the chairman in May 2004 and departed in June 2005 with a severance package of $ 80 million, making Gregory the sole COO. While Fuld was considered the "face" of Lehman brothers, Gregory was in charge of day-to-day operations and he influenced culture to drive the bottom line. Gregory was demoted on June 12, 2008, and replaced as president and COO by
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the board and the COO also offers the board an additional expert opinion on the health of the company, and status of key initiatives. It benefits the CEO to allow such a relationship to form because it reflects confidence and fosters transparency. It also reinforces that the CEO is capable of developing talent, and helps the CEO to retain the COO by further empowering the individual. A strong relationship benefits the COOs in that they are able to expand their experience as well as their professional network. Additionally, if they are looking to be the next CEO, it allows them to develop credibility with the board. Researchers advise the COO to go beyond simply presenting at board meetings, to ensure they are developing strong one-on-one relationships with each board director. Researchers also urge the COO to develop his or her own voice, independent of the CEO.
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opposed to taking orders from a CEO. For COOs who are expecting to serve their time and be promoted to the top spot, their timelines for such a move can often be out of sync with the CEO's, causing a breakdown in the relationship. COOs can also find themselves trapped into being labeled an "operations" person or a "number two" as opposed to being seen as a strategic and top-level leader by the board of directors, which causes some executives to steer clear of the position. Harry
Levinson effectively summarized the challenges of the COO position: "The relationship between the chief executive officer and the chief operating officer in any organization is fraught with many psychological complexities. Perhaps it is the most difficult of all organizational working relationships because more than others, it is a balancing act on the threshold of power.".
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investment officer. Gori reported to chief executive officer Donald
Guloien before additionally assuming the title of CEO on October 1, 2017, upon Guloien's retirement. Linda Mantia, the chief operating officer, reported to the president on corporate strategy while continuing to report to the CEO on all other matters including corporate development, Analytics, Technology, Marketing, Innovation, human resources, regulatory and public affairs, global resourcing and procurement, and the global program office.
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not making direct passes for their job, can get the work done, and shares their vision (rather than using their trusted spot and access to information to undermine the CEO's strategy or implement his/her own vision). When a relationship built upon trust is created between the CEO and COO, firm performance is improved and shareholder results are strengthened. Seven strategies that are key to building trust in the CEO-COO relationship include:
277:, LaSorda stayed on. LaSorda's titles as vice chairman and president officially stated that he was in charge of manufacturing, procurement and supply, employee relations, global business development and alliances. However, LaSorda's actual role was to find a new partner or buyer for Chrysler, leading to speculation that Cerberus Capital was less interested in rebuilding the auto manufacturer than it was to turning profit though a
36:
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Because the COO is often responsible for serving as an information conduit to the CEO, it is essential that the relationship between COO and CEO be a positive one. Trust is the most important ingredient necessary for a CEO-COO relationship to thrive. The CEO must have full confidence that the COO is
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companies did not have a COO. In these instances the CEO either takes on more roles and responsibilities, or the roles traditionally assigned to the COO are carried out by sub C-suite executives. Although the number of COOs has been in decline for the past 10 years, there are reasons to anticipate an
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Any breakdown in trust between the CEO and COO can lead to failure. Additionally, the COO typically has to be a high-level leader who is comfortable being fully in charge. Many executives with the leadership skills necessary to be a top-level COO would prefer to be running their own organization as
507:
Communication—The CEO has to be comfortable sharing information with the COO and regularly communicating the strategy and any changes to it. Similarly, the COO has to be comfortable regularly providing status updates to the CEO. When communication breaks down, mistrust or misunderstanding is likely
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In addition to having a strong and trusting relationship with the CEO, the COO should also have an effective relationship with the board. A good relationship between COO and the board allows the board to better understand and independently judge a potential successor. A strong relationship between
214:
each had two presidents (Warren
Spector and Alan Schwartz at Bear, Robert Scully and Zoe Cruz at Morgan) reporting to one CEO (who was also chairman of the board); each president was essentially a co-COO (despite the lack of title) overseeing half of the firm's business divisions. Schwartz became
163:
In a similar vein to the COO, the title of corporate president as a separate position (as opposed to being combined with a "C-suite" designation, such as "president and CEO" or "president and COO") is also loosely defined. The president is usually the legally recognized highest rank of corporate
328:
has used the president and COO titles for separate roles. From June 5 until
September 30, 2017, Rocco "Roy" Gori served as president where he oversaw Manulife's global operating businesses, with his subordinates being the general managers of the Canadian, U.S., and Asia Divisions, and the chief
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485:. Often COOs struggle not with the strategy portion of the job itself, but overcoming the perception of other stakeholders that they are an "execution" executive versus a "strategy" executive. As a result, nearly 50% of the S&P 500 companies have opted to appoint a
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According to researchers Miles and
Bennett, just knowing these common pitfalls can help a COO "heir" better prepare for the transition, thereby avoiding them in totality or ensuring that at least they do not evolve into full derailers once they are in the CEO seat.
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Fit
Between the COO and the position—The selected COO must have the right credentials to carry out the purpose for which the COO role was created (which can include everything from operations expertise to change expertise to having a complementary skill set to the
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An
Accenture study found that approximately one in nine COOs moved into the CEO's shoes within a year of their departure and that half of COOs see themselves as the "heir apparent." COOs transitioning into the CEO role often face similar challenges including:
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positions, which tend to be defined according to commonly designated responsibilities across most companies, a COO's job tends to be defined in relation to the specific CEO with whom they work, given the close working relationship of these two individuals.
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to the CEO. Individuals may have worked their way (internally) up the company ladder before being named COO, or may have been recruited from an outside company. Either way, the position is used as a training and testing ground for the next CEO.
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Lock on the backdoor—The CEO must not undermine the COO's credibility by continually reversing decisions. When employees learn that they can get a different answer by going directly to the CEO as opposed to the COO, the COO role quickly becomes
151:
of the United States: power and responsibility structures vary in government and private regimes depending on the style and needs of the president or CEO. Thus, the COO role meets individual expectations and changes as leadership teams adjust.
203:, where Capellas was previously chairman and CEO. Capellas ended up serving just six months as HP president before departing. His former role of president was not filled as the executives who reported to him then reported directly to the CEO.
1407:
479:. COOs are used to having the luxury of working "behind the scenes." As CEO, many are surprised to find they have become a "public" figure both inside and outside the organization and must learn how to manage this additional obligation.
467:. Given that they know the company, COOs turned CEOs are often expected to hit the ground running when in actuality they too need to enter diagnostic mode to fully understand their new role and to see the company from a new perspective.
383:
The role of the COO differs from industry to industry and from organization to organization. Some organizations function without a COO. Others may have two COOs, each assigned to oversee several business lines or divisions, such as
511:
Clear decision rights—The COO role appears to work the best when the roles and responsibilities of the COO have been clearly delineated ahead of time and the COO is allowed to make the final decision within pre-agreed upon
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Developing and cascading the organization's strategy/mission statement to the lower-ranking staff, and implementing appropriate rewards/recognition and coaching or corrective practices to align personnel with company
321:
was COO from 2015 to 2016, during that time the senior executive team had a dual reporting structure to both Staggs and Iger; Staggs resigned after the board did not give him assurances that he would succeed as CEO.
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Transparency of succession expectations and timeline—Both parties must understand whether the COO desires the CEO job, whether the COO is in consideration for the top job, and what the timing might be for such a
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Sharing the spotlight—In effective CEO-COO relationships, both parties are comfortable with how much "credit" they receive for their work internally, externally, from the board of directors, and from each
473:. Many COOs turned CEOs are often surprised how time-intensive managing the board of directors can be and must learn to incorporate this important responsibility into an already packed schedule.
439:
Driving performance measures for the operation (including a consideration of efficiency versus effectiveness), often in the form of dashboards convenient for review of high level key indicators
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from 2002 to 2004 when
Bradley Jack and Joseph M. Gregory were the co-COOs. A COO could also be brought in from other organizations as a "fixer", such as Daniel J. O'Neill who in 1999 joined
175:. Stempel insisted on naming Reuss as company president in charge of North American operations, the board reluctantly agreed but showed their displeasure by not giving Reuss the title of COO.
164:
officer, ranking above the various vice presidents (including senior vice president and executive vice president), but on its own generally considered subordinate, in practice, to the CEO.
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have researched the role of COOs. Their published works analyse the role and its effectiveness, classify the different types of COOs, and examine relationships between CEOs and COOs.
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At the direction of the CEO and board of directors, marshalling limited resources to the most productive uses with the aim of creating maximum value for the company's stakeholders
1014:
237:
for the posts of president and CEO, Anselmi added the title of president from
September 4, 2012, to June 30, 2013, however he remained COO and did not receive the title of CEO.
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The increase in talent mobility means that the role will likely be used more often as a retention mechanism for key executives who are at risk of moving to a competitor.
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was appointed chairman and CEO of
Chrysler, while LaSorda became vice chairman and president. Despite the appointment of a second vice chairman and president,
1204:
1262:"Rise of the New Breed: The age of the imperial CEO is waning. In its place, a crop of new CEOs – humble, team building, highly communicative – are rising"
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Marcel, Jeremy J. (2009), "Why top management team characteristics matter when employing a chief operating officer: a strategic contingency perspective",
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Fit between CEO and COO—The two individuals must respect each other and effectively partner together. This is not a partnership that can be forced.
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Maintaining and monitoring staffing, levels, knowledge-skills-attributes (KSA), expectations and motivation to fulfill organizational requirements
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Companies are becoming larger and more complex, making it more difficult for one person alone to have total oversight over the whole organization.
403:, meaning that the COO is responsible for the development, design, operation, and improvement of the systems that create and deliver the firm's
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from 1995 to 2001, but he had no authority over the operating divisions, and instead took on assignments at the behest of chairman and CEO
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A 2003 Crist Associates study revealed that only 17% of companies that promote a COO to a CEO replace the COO within the next year.
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Despite the functional diversity associated with the role of COO, there are some common functions the COOs usually perform:
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287:'s corporate structure had more than one COO, including Jim Rowan as chief operating officer for global operations, and
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In some situations, for example where a COO is appointed as the CEO's successor, the position may be appointed by the
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sole president of Bear after Spector was ousted, and several months later assumed the position of CEO as well when
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309:. When Wells died in a helicopter crash, no replacement president was named as his duties were resumed by Eisner.
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The COO position is common in firms that are operationally intensive, such as airline and automotive industries.
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1087:"Research In Motion Appoints Chief Operating Officer of Engineering and Manufacturing – Press Releases"
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was president from 1984 to 1994, where he reported to the board of directors and not chairman and CEO
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was president from 1978 to 1984, while serving additionally as CEO for 18 months from 1983 to 1984.
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Companies are finding a strong relationship between firm performance and the presence of a COO.
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was president from 1995 to 1997, being hired by Eisner and then dismissed not long afterwards.
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251:, who had been serving as head of Equities, and McDade would see Lehman through bankruptcy.
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1323:"Chief strategy officers: Contingency analysis of their presence in top management teams"
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was chief operating officer from 2004 until September 6, 2013. Between the departure of
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has used the president and COO titles in varied ways for their number two executive.
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Most modern companies operate without a COO. For example, in 2007 almost 58% of
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of an organization (i.e. personnel, resources, and logistics). COOs are usually
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Planning by prioritizing customer, employee, and organizational requirements
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638:"Second in Command: The Misunderstood Role of the Chief Operating Officer"
595:"Second in Command: The Misunderstood Role of the Chief Operating Officer"
317:
was president and COO from 2000 to 2005, when he succeeded Eisner as CEO.
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was number two in the company hierarchy during his tenure as president of
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969:"He led GM"s quality and lean manufacturing activities as a corporate VP"
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120:, and report directly to them, acting on their behalf in their absence.
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from January 1, 2006, to August 5, 2007, while Chrysler was owned by
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The selection of a COO is similar in many ways to the selection of a
1191:
1108:"Frank Wells, Disney's President, Is Killed in a Copter Crash at 62"
64:. Statements consisting only of original research should be removed.
1565:
1044:"Jim Balsillie resigns amid poor RIM results – Business – CBC News"
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314:
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Not being automatically granted the luxury of a diagnostic period
136:
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planning and will use the role to on-board and train successors.
357:
increased utilization of the position in the future, including:
1487:
1066:"Research In Motion Cuts 2,000 Jobs, Shuffles Upper Management"
200:
171:
from 1990 to 1992, as the right-hand man of chairman and CEO
1206:
Case Examining the Molson acquisition of Bavaria in Brazil
674:"Lloyd and Mark Reuss: Father and Son – Generations of GM"
1433:
Bennett, Nathan; Miles, Stephen A. (November 30, 2007),
1519:
535:
471:
Finding time to manage a new key stakeholder: The board
868:"Maple Leafs: New era of MLSE intrigue unfolding: Cox"
130:
949:"Pettit Resigns as President Of Lehman Brothers Firm"
448:
Routinely in large organizations the COO will be the
1398:
Bennett, Nathan; Miles, Stephen A. (June 13, 2006),
340:
outranks the other executives including the CEO and
199:
in order to ease its acquisition and integration of
1550:
COO Playbook: "Vision without action is a daydream"
1532:. Stanford, California: Stanford University Press.
703:"CORPORATE GOVERNANCE CASE STUDY----General Motors"
1525:
1489:
399:, the primary role of the COO is routinely one of
1229:
1177:
2011:
1292:Miles, Stephen A.; Bennett, Nathan (June 2010),
1063:
636:Bennett, Nate; Miles, Stephen A. (May 1, 2006).
411:are efficient and effective and that the proper
219:was forced to resign (Cayne remained chairman).
1462:Levinson, Harry (1993), "Between CEO and COO",
1461:
1362:"Chief Operating Officers: Off to a fast start"
705:. Corporate Governance of China. Archived from
593:Miles, Stephen A.; Bennett, Nathan (May 2006).
417:distribution of goods and services to customers
1259:
971:. The Detroit News. 2009-05-02. Archived from
754:"Naomi Campbell Won't Take 'No' for an Answer"
1581:
1223:
1142:
367:Companies are becoming more deliberate about
1496:. Stanford, Calif: Stanford Business Books.
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780:Bianco, Anthony; Lowry, Tom (May 19, 2003).
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419:and analysis of queue systems is conducted.
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779:
407:. The COO is responsible for ensuring that
1984:List of business and finance abbreviations
1588:
1574:
1488:Miles, Stephen A.; Nathan Bennett (2006).
1320:
1253:
1171:
782:"Can Dick Parsons Rescue AOL Time Warner?"
544:
497:
489:to be a "mini CEO" and as peer to the COO.
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1136:
1126:"Manulife appoints Roy Gori as President"
588:
586:
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206:In 2007, the investment banking firms of
80:Learn how and when to remove this message
1360:Bennett, Nathan; Nunes, Paul F. (2008),
1321:Menz, Markus; Scheef, Christine (2014).
1260:Martin, Justin (August–September 2003),
913:
1481:
844:. IT Jungle. 2002-11-13. Archived from
751:
553:
14:
2012:
1546:
1197:
946:
940:
809:
571:
378:
1569:
269:bought majority control of Chrysler,
227:Maple Leaf Sports & Entertainment
1595:
1294:"Mastering the move from COO to CEO"
812:"Capellas leaves HP | Networks"
536:Relationship with board of directors
347:
29:
1528:Riding Shotgun: The Role of the COO
1492:Riding shotgun: the role of the COO
1114:. The Associated Press. 1994-04-05.
994:"The Cerberus Takeover of Chrysler"
947:Truell, Peter (November 27, 1996).
865:
810:Dignan, Larry (November 12, 2002).
443:
131:Responsibilities and similar titles
24:
1513:
1089:. Press.blackberry.com. 2001-01-23
609:Harvard University Business School
25:
2056:
866:Cox, Damien (September 7, 2012).
1547:Turner, Antony (June 30, 2020).
1143:Gerut, Amanda (August 9, 2010),
752:Roberts, Madison (Feb 9, 2017).
167:Lloyd E. Reuss was president of
34:
1464:Academy of Management Executive
1314:
1235:"Where Have All the COOs Gone?"
1118:
1100:
1079:
1064:Riley Kennysmith (2011-07-25).
1057:
1036:
1007:
986:
925:"Lehman's Desperate Housewives"
887:
859:
257:served as president and CEO of
834:
803:
788:. BusinessWeek. Archived from
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745:
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695:
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629:
291:as COO of products and sales.
13:
1:
650:(5). New Haven, Connecticut:
607:(5). New Haven, Connecticut:
565:
1327:Strategic Management Journal
1180:Strategic Management Journal
678:history.gmheritagecenter.com
487:Chief Strategy Officer (CSO)
158:
7:
1439:MIT Sloan Management Review
737:. July 2002. Archived from
195:was appointed president of
60:the claims made and adding
10:
2061:
923:Ward, Vicky (April 2010),
243:, the chairman and CEO of
1961:
1920:
1864:
1603:
1435:"Making the Most of COOs"
1400:"The COO: Friend or Foe?"
1145:"COOs: A Vanishing Breed"
483:Recalibrating their image
2020:Chief operating officers
102:chief operations officer
18:Chief Operations Officer
1907:Representative director
652:Harvard Business School
643:Harvard Business Review
600:Harvard Business Review
545:Failure in the COO role
498:Relationship with a CEO
413:management of resources
295:The Walt Disney Company
108:in charge of the daily
94:chief operating officer
2040:Management occupations
1979:Executive compensation
1897:Non-executive director
477:Being in the spotlight
116:immediately after the
401:operations management
2035:Corporate governance
2030:Business occupations
2025:Corporate executives
1974:Corporate governance
1921:Mid-level executives
1882:Development director
1731:Information security
1233:(October 15, 2009),
1161:on December 22, 2011
554:Experts and research
397:manufacturing sector
1371:(3), archived from
709:on November 2, 2013
558:Nathan Bennett and
409:business operations
379:Roles and functions
1969:Board of directors
1892:Executive director
1404:ChiefExecutive.net
1112:The New York Times
1019:The Globe and Mail
1015:"So long, LaSorda"
954:The New York Times
392:in that capacity.
285:Research in Motion
233:and the hiring of
179:Richard D. Parsons
125:board of directors
45:possibly contains
27:Executive position
2007:
2006:
1999:Talent management
1994:Supervisory board
1989:Senior management
1877:Creative director
1865:Senior executives
1539:978-0-8047-5166-7
1520:Bennett, Nathan;
1503:978-0-8047-5166-7
1410:on August 2, 2010
1231:Galbraith, Jay R.
848:on March 25, 2012
842:"Guild Companies"
741:on July 14, 2011.
348:Current situation
255:Thomas W. LaSorda
173:Robert C. Stempel
114:second-in-command
90:
89:
82:
47:original research
16:(Redirected from
2052:
1597:Corporate titles
1590:
1583:
1576:
1567:
1566:
1562:
1543:
1531:
1522:Stephen A. Miles
1508:
1507:
1495:
1485:
1479:
1478:
1459:
1453:
1452:
1451:
1450:
1445:on July 21, 2010
1441:, archived from
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1419:
1418:
1417:
1415:
1406:, archived from
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1339:10.1002/smj.2104
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1300:, archived from
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1021:. Archived from
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822:on April 3, 2012
818:. Archived from
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680:. Archived from
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560:Stephen A. Miles
444:COO as successor
319:Thomas O. Staggs
279:leveraged buyout
267:Cerberus Capital
193:Michael Capellas
85:
78:
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71:
65:
62:inline citations
38:
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1957:
1948:Product manager
1938:Account manager
1933:General manager
1916:
1887:General counsel
1860:
1721:Human resources
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1514:Further reading
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1269:Chief Executive
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729:"Power Failure"
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672:
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634:
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621:
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591:
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568:
556:
547:
538:
500:
446:
386:Lehman Brothers
381:
350:
342:chief economist
245:Lehman Brothers
197:Hewlett-Packard
161:
133:
100:), also called
86:
75:
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66:
51:
39:
35:
28:
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15:
12:
11:
5:
2058:
2048:
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2045:Business terms
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2027:
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1996:
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1962:Related topics
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1912:Vice president
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1841:Sustainability
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1656:Communications
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1604:Chief officers
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1333:(3): 461–471.
1313:
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1186:(6): 647–658,
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786:Anthony Bianco
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369:CEO succession
365:
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349:
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307:Michael Eisner
289:Thorsten Heins
231:Richard Peddie
212:Morgan Stanley
169:General Motors
160:
157:
149:chief of staff
145:vice president
132:
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88:
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42:
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33:
26:
9:
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2:
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1806:Restructuring
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1771:Merchandising
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1611:Accessibility
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1394:
1392:
1378:on 2011-09-27
1374:
1370:
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1332:
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1324:
1317:
1304:on 2011-09-27
1303:
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1270:
1263:
1256:
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1232:
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1213:on 2011-07-10
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1103:
1088:
1082:
1067:
1060:
1045:
1039:
1025:on 2017-03-03
1024:
1020:
1016:
1010:
995:
989:
975:on 2013-01-22
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792:on 2010-05-18
791:
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684:on 2017-06-30
683:
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654:: 70–8, 154.
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450:heir apparent
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335:
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327:
323:
320:
316:
312:
311:Michael Ovitz
308:
304:
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299:Ron W. Miller
296:
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43:This article
41:
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898:
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879:September 8,
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331:
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283:
271:Bob Nardelli
263:Daimler-Benz
253:
241:Richard Fuld
239:
221:
208:Bear Stearns
205:
191:
187:Gerald Levin
177:
166:
162:
154:
142:
134:
122:
101:
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1872:Chairperson
1791:Procurement
1726:Information
1414:February 8,
929:Vanity Fair
816:silicon.com
734:Vanity Fair
531:transition.
508:to mess up.
354:Fortune 500
303:Frank Wells
249:Bart McDade
235:Tim Leiweke
223:Tom Anselmi
217:James Cayne
183:Time Warner
2014:Categories
1943:Supervisor
1846:Technology
1776:Networking
1741:Investment
1736:Innovation
1701:Experience
1661:Compliance
1651:Commercial
1631:Automation
1559:B08C5CL3HZ
1449:2011-02-08
1382:2011-02-08
1308:2011-02-08
1274:2011-02-08
1247:2011-02-08
1217:2011-02-08
1165:2011-02-08
1093:2014-08-01
1072:2014-08-01
1050:2014-08-01
1029:2017-03-02
1000:2014-08-01
979:2014-08-01
934:2011-02-08
906:2017-03-02
852:2011-12-17
796:2017-03-02
688:2017-03-02
622:2011-09-24
566:References
334:World Bank
110:operations
54:improve it
1902:President
1851:Visionary
1831:Solutions
1781:Operating
1761:Marketing
1746:Knowledge
1716:Happiness
1706:Financial
1696:Executive
1691:Diversity
1621:Analytics
1347:1097-0266
611:: 70–79.
516:impotent.
338:president
275:Jim Press
159:President
106:executive
58:verifying
1836:Strategy
1826:Security
1801:Research
1751:Learning
1671:Creative
1641:Business
1524:(2006).
1046:. Cbc.ca
900:New York
765:March 2,
660:16649699
617:16649699
405:products
326:Manulife
315:Bob Iger
259:Chrysler
104:, is an
70:May 2018
1953:Foreman
1928:Manager
1821:Science
1811:Revenue
1796:Product
1786:Privacy
1766:Medical
1686:Digital
1666:Content
1646:Channel
1476:4165123
1369:Outlook
1298:Outlook
395:In the
332:At the
265:. When
137:C-suite
52:Please
1711:Gaming
1681:Design
1557:
1536:
1500:
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1345:
1152:Agenda
658:
615:
520:other.
512:scope.
390:Molson
336:, the
201:Compaq
1756:Legal
1636:Brand
1626:Audit
1472:JSTOR
1376:(PDF)
1365:(PDF)
1265:(PDF)
1238:(PDF)
1159:(PDF)
1148:(PDF)
527:CEO).
430:goals
1816:Risk
1676:Data
1555:ASIN
1534:ISBN
1498:ISBN
1416:2011
1343:ISSN
881:2012
828:2011
767:2017
715:2013
656:PMID
613:PMID
210:and
1856:Web
1335:doi
1188:doi
225:of
147:or
118:CEO
98:COO
56:by
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