Executive teams face unique challenges. The organization’s business strategy and architecture (structure, processes, and culture) are both shaped by them and shape them. Team members have large individual jobs, with accountability for significant amounts of financial and organizational impact; they also tend to have big ambitions and are often in implicit (or explicit) competition for the top job.
When executive teams perform well, they significantly accelerate organizational performance: in fact, they are an under-leveraged source of strategic advantage. They’re also an under-leveraged source of development—there are few better ways to develop enterprise mindset than being a member …
