Uploaded August 2024 | Updated September 2026, 1 week ago
Session Description: In this session, I look at what top managers in businesses do, and how the skill sets annd mindsets you need in these managers will change as a company moves through the life cycle, turning on its head the notion that there is one prototype for a "great CEO". I also argue that a mismatch between a firm and its top management can be value-destructive, and that the odds of this mismatch have increased as company life cycles get compressed.
Slides: https://pages.stern.nyu.edu/~adamodar/pdfiles/CLC/slides/Ch18.pdf
Exercise:
a. Who is the CEO of each of your companies? How long has he/she been CEO and how did he/she get the position (founder, hired from outside, hired from inside)?
b. Is your CEO matched to your company?
c. If there is a mismatch, is there a response building to that mismatch (activist investors, proxy challenges)?
Session Description: In this session, I look at what top managers in businesses do, and how the skill sets annd mindsets you need in these managers will change as a company moves through the life cycle, turning on its head the notion that there is one prototype for a "great CEO". I also argue that a mismatch between a firm and its top management can be value-destructive, and that the odds of this mismatch have increased as company life cycles get compressed.
Slides: https://pages.stern.nyu.edu/~adamodar/pdfiles/CLC/slides/Ch18.pdf
Exercise:
a. Who is the CEO of each of your companies? How long has he/she been CEO and how did he/she get the position (founder, hired from outside, hired from inside)?
b. Is your CEO matched to your company?
c. If there is a mismatch, is there a response building to that mismatch (activist investors, proxy challenges)?
