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Split thinking at Charterhouse

Split thinking at Charterhouse Experience at Harvard Business School taught Paul Rudder that the best way to run a group as diverse as Charterhouse Industries was to give top management a dual role. Chairmen of the individual divisions are all members of the main board. So they must not only promote their own particular companies but also bear in mind what is good for CI overall. It's management thinking which Rudder jokingly describes as schizophrenic. Report by Ken Gooding. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management Emerald Publishing

Split thinking at Charterhouse

Industrial Management , Volume 73 (3): 9 – Mar 1, 1973

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0007-6929
DOI
10.1108/eb056288
Publisher site
See Article on Publisher Site

Abstract

Experience at Harvard Business School taught Paul Rudder that the best way to run a group as diverse as Charterhouse Industries was to give top management a dual role. Chairmen of the individual divisions are all members of the main board. So they must not only promote their own particular companies but also bear in mind what is good for CI overall. It's management thinking which Rudder jokingly describes as schizophrenic. Report by Ken Gooding.

Journal

Industrial ManagementEmerald Publishing

Published: Mar 1, 1973

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