http://www.producersweb.com/r/WIRE/d/contentFocus/?adcID=afc711e09ab92114717b0995b2770d88
My response...
Great article and I totally agree. Having gone through 4 acquisitions - and the subsequent transition phases, including senior management musical chairs... unless some executive had an extremely winning personality and background to show for it... the new management team was generally greeted with skepticism (on longevity and commitment). It took 20 years to kill the company... but poor decisions eventually took its toll. Poor decisions in product and market development as well as the appointment of senior executives. Those that were promoted from within the rank & file - were part of the core - and having them in a position of senior management gave us a sense of having a voice at the table; a seat at the table. Saying that, let me add that we did (fortunately) have some truly outstanding executives who were "transplants" that were extremely beneficial. Rotational positions (i.e. chairs with a life expectancy of 2 years) really was predominantly at the senior/executive level ... and we all know too much of a 'good' thing is never 'good'.
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