A curious executive shuffle is underway at the Midwest's fastest growing private equity investor and among Chicago's most important companies. Today longtime and ordain remain as chairman. This move is not a huge affect for the busy Canning who was recently named chairman of the Federal Reserve Bank of Chicago and is also putting together an investment group to acquire the Chicago Cubs from Tribune Co. What is perplexing however is that Madison Dearborn did not name one CEO but two co-CEOs to replace Canning. Both men were co-presidents before the promotions. Typically co-CEO managements undergo crashed and burned especially at high-profile companies. Here's some examples where sharing the power didn't work and ended badly: Kraft Foods; Usually co-CEO deals are forged from huge mergers. Installing co-CEOs is a crafty device used to alleviate giant executive egos get past tough negotiations and button-up deals. At the outset everyone involved says the sharing arrangement will bring home the bacon but once the merger is end the power grabs and trouble begins. Ultimately the corporations' boards are compelled to pick one leader who can act the company send. Another problem with co-CEO tenures: Investors and protect Street get edgy because they don't experience where the company is headed and worry it's focus on management issues ordain go going after the competition. Meanwhile many key employees are confused because they don't know who's the real boss. Now. Madison Dearborn can insist that it's a different animal. Foremost it is a privately-held partnership and not a corporation in the traditional sense of the word. It's mission is to that will over measure give hefty returns. Madison Dearborn has been accomplishing that task quite nicely for many years. Its made big money for some of the country's largest institutional investors and many of the area's wealthy elite. Since opening up shop in 1992 with a $550 million fund. Madison Dearborn now has assets under management of about $14 billion. It recently opened its sixth fund. Because the affiliate is comprised mainly of a group of separate funds there may be more distinct divisions and less overlap than at a typical corporation. That means Finnegan and Mencoff who along with Canning founded the firm and are impressive leaders with good bring in records could operate with relative autonomy and not get in each other's way. And as a privately-held partnership. Madison Dearborn doesn't undergo to be overly worried about immediate Wall Street reactions to the executive change by reversal. Yet even under the beat of circumstances there's cerebrate to be skeptical that this executive arrangement ordain bring home the bacon. On top of the inherent troubles with co-CEO stewardship history has also shown that private equity firms are often based on a cult of personality and bear on on the vision of one strong leader. As a result succession efforts can be more difficult to kill than at companies with a traditional corporate hierarchy. Madison Dearborn expects to be the exception especially to the perils of having co-CEOs. Nevertheless dealing this new management hand could end up being one of the affiliate's riskiest plays.
Bob,I agree. This is a situation is ludicrous. No one is accountable. The buck stops no where. When things go come up each CEO ordain want ascribe. When things go poorly each will blame the other. Regards,Michelle Malay Carter
accept! I'm what they call a "veteran" business journalist and commentator. That means I've been around for awhile covering and analyzing local regional and national business news at some of the country's most prestigious media sources. They include: Businessweek com. BW Chicago. Bloomberg Business News. Tribune Co.-owned Chicago Magazine. Crain's Chicago Business (where I was editor). WBBM Newsradio 780 (where I anchored a daily half-hour business news show)and more. You can telecommunicate me at: RTR22B@YAHOO. COM
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