How Boards Divvy Up Co-CEO Duties in a ‘Pressure Cooker’ Environment

As CEO responsibilities expand amid constant disruption, more boards are exploring co-CEO structures. MyLogIQ data shows the model remains rare — about 1.2% of S&P 500 companies — and co-CEOs tend to serve shorter tenures than solo CEOs.

Boards considering the approach are urged to define clear “swim lanes,” establish unified external leadership, and avoid ambiguity in decision-making. When roles are well delineated, co-CEO arrangements can help companies manage scale, complexity, and transformation. When poorly designed, they can quickly become destabilizing. The trend reflects how boards are rethinking leadership architecture in response to mounting pressure on the CEO role.

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