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...The myth of top management team by jon r katzenbach harvard business review reprint even in best companies a so called seldom functions as real ompanies all across economic spectrum are cmaking use teams self directed work product design sales account cross functional process redesign you name it likely to nd and just group at very an organization professing be but walk into almost any ask anyone about immediate response is knowing skeptical smile followed comment along lines well they not really fact s know how experience inevitably lose power focus corporate hierarchy simply labeling leadership teamdoes make one artwork curtis parker copyright president fellows college rights reserved idea still remains se critical precise small ductive notion there few ceos who do number people with complementary skills refer often both privately publicly committed common purpose performance their new shape own ver goals approach for which hold them sion t selves mutually accountable each phrase tha...