Split thinking at Charterhouse

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.

Citation

(1973), "Split thinking at Charterhouse", Industrial Management, Vol. 73 No. 3, pp. 28-36. https://doi.org/10.1108/eb056288