The CEO’s New Challenge: Managing Two Companies at the Same Time

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December 2013
by Joseph J. Esposito

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It is not unusual for the heads of publishing companies nowadays to feel that they have to manage two companies simultaneously. The first company is the established business. This business has products in the marketplace, a staff dedicated to having those products reach the widest audience, and an established network of customers, who reliably pay for these products.

With those payments comes cash flow, without which there is no business. It is the mandate of every head of an organization to protect and manage that cash flow. If it disappears, even for a short period, the company may have to borrow money or even, in extreme circumstances, sell stock to an outside investor—who will immediately begin to clamor for tighter controls on cash flow.

The second company is harder to define. This company involves a new entity, an in-house startup, which aims to do something different from Company #1. The second company may involve an entirely new suite of products, but more often the characteristic of the second company is that it is expected to reach out to a new category of customers; the most ambitious plans involve both new products and new customers….IBPA Members – Click here to view the full article (login required).

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