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Subject category: Entrepreneurship
Published by: Stanford Business School
Originally published in: 2017
Length: 10 pages
Data source: Field research

Abstract

In your first year as chief executive officer (CEO), you will encounter a host of management challenges and opportunities - all of which can be navigated more skillfully if you can tap into the insights and perspectives of a handful of seasoned operators and investors. For this reason, your board can have a significant impact on the company's performance. Unfortunately, CEOs often get far less value out of their boards in the first few years than they might otherwise. The purpose of this note is to ensure that CEOs use their boards as effectively and efficiently as possible.
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Abstract

In your first year as chief executive officer (CEO), you will encounter a host of management challenges and opportunities - all of which can be navigated more skillfully if you can tap into the insights and perspectives of a handful of seasoned operators and investors. For this reason, your board can have a significant impact on the company's performance. Unfortunately, CEOs often get far less value out of their boards in the first few years than they might otherwise. The purpose of this note is to ensure that CEOs use their boards as effectively and efficiently as possible.

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