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In most companies there's more than a kernel of truth to these managers' complaints. At the middlemanagement level you typically don't have the clout or resources required to make sweeping changes. "They won't let me take risks." They don't tolerate mistakes or failure.". Nonetheless, the dilemma remains.
But building a consistently strong top leadership team is difficult for at least three reasons: the tendency to be loyal to existing members, the lack of management depth to promote from, and many CEOs’ lack of experience in many functional areas. To be sure, this is not just a problem for midsized firms. Ford Motor Co. (a
First, when there is a major need for middlemanagers of different units or teams to coordinate on important business matters on a daily basis. If both region and product have P&L responsibility and are expected to manage the same factors (humanresources, customer relationships, price levels, etc.)
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