This chapter explores the delicate balance between partner autonomy and avoiding anarchy within a firm, stressing the importance of effective management and trust. It also discusses the significance of signals in leadership positions and compares running a partnership to being a non-executive chairman.
Empson explains how the culture of partnership is created and sustained while Morley highlights the challenges of growth and scale in this context. To examine the differences and similarities between leadership in partnerships and corporations, they talk to
Sir Ian Davis,
former Global Managing Partner of
McKinsey and now Chairman of Rolls-Royce plc.
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