The ability of companies to withstand market pressure and changing socio-economic conditions in order to compete more effectively is often down to the quality of management.

In many cases when the management dynamic does not gel, the issue is not one of a lack of experience or knowledge – but rather one of numerical disadvantage and unconvincing strategy governing the application of resources.
At a time when asset and resource management is of critical concern to decision makers in business, the question of management structure and make up has become more relevant.
More specifically, the issue of whether or not it is best to have more than one chief executive in place has become more prominent.
There are examples in the market of where companies are using a ‘joint-executive management/CEO’ model with success, including Comair (operators of British Airways and Kulula).
Actually, the combination of one or more executives reinforces the structure of the company and helps to ensure consistency in communication and application of resources.
Some may scoff at the idea of a joint executive management structure. In truth, though, the realities of modern business management and the need for compliance are such that a combination of skills sets can offer far more leverage.
To accurately place the situation in perspective, I liken the appointment of two or more chief executives within a company to the raising of a child. A single parent could do this and succeed, but it is possible to achieve the same result in a far less personally taxing and difficult way.
Opting to go it alone and compete against conventional teams that have more than one CEO is a tall order. The fact is that business is risky enough, why give yourself such a serious handicap?
The advent of managed ICT services and the growth of virtualization and cloud computing has given the decision maker in business more food for thought as far core management is concerned.
Today there is no shortage of evidence that reflects the critical role advanced communication technology and systems plays in business. Virtually all aspects of service delivery and corporate governance are reliant upon technology to one extent or another.
Enhanced systems and radically improved network environments will definitely help in the overall management of a business, but it is the daily input and contribution of people that truly makes or breaks a business.
Effective decision making, enforcement of policy, guidance, mentorship and business acumen is what people bring to the table.
With two or more people at the helm, the value of this contribution is doubled – and this can only bode well for the sustainability and growth of a venture.