Who's in the Room? -- Contents -- Introduction: Who's in the Room? -- Part One: From Problem to Portfolio -- 1 Most Companies Are Run by Teams with No Names -- The Myth of the Top Team -- Illusion and Reality -- The Problem That Isn't There, But Won't Go Away -- 2 Team Building Won't Solve the Problem -- When the Shrinks Go Marching In -- After the Shrinks Have Gone -- 3 Don't Blame the Boss -- In Search of the Ideal Leader -- Inside the Box -- Do the ''Rights'' Thing -- 4 Four Fundamental Conflicts at the Heart of Senior Management Teams -- Mission Control Versus Knights of the Round Table: Functional Specialists or Reflections of the CEO? -- The Team Versus the Legislature: The Representative from Finance, the Senator from Operations -- The House Versus the Senate: Are Some More Equal Than Others? -- The Majority Versus the Majority: The Impossibility of Deciding -- Maybe the Problem Is That There Is No Problem -- 5 Case Study: How One CEO Transformed His Top Team -- The Past as Prologue -- Moving from a Single Top Team to Multiple Teams -- The Team That Sits Together Works Together -- Tailoring the Structure to Suit Your Needs as a Leader -- 6 Best Practices: Design an Organization That Delivers the Outcomes You Need -- The Three Centers of Gravity -- Flexing in Five Dimensions -- The Portfolio and the Payoff -- Part Two: The Senior Management Team Unbound -- 7 Engage the Senior Management Team in Three Critical Conversations No Other Team Can Have -- 8 Align the Senior Management Team Around a Common View of the World -- The Starting Point: Aligning Around Trends -- Clustering Trends into Drivers of Change -- Understanding Capabilities and Assets -- Walking the Boundaries of the Company: Testing Walls and Fences -- Defining and Selecting Opportunities -- 9 Prioritize and Integrate Initiatives to Hit the Strategic Bull's-Eye.

Asking the Nearly Impossible: Prioritizing Initiatives -- The Real Source of the Difficulty -- Changing the Conversation -- It's All Relative -- Hitting the Bull's-Eye: Making Initiatives Work Together -- 10 Move from ''Should We Do This?'' to ''How Do We Do This?'' -- It All Depends: Why Initiatives Fail -- Putting on the Brakes: The Value of Parochialism -- The American Red Cross: Managing Dependencies at the Speed of Disaster -- Going from ''Should'' to ''How'' -- Fixing What's Actually Broken -- 11 Tailor Your Portfolio of Teams for Top Performance Now -- Thinking It Through -- Putting the New Approach into Motion -- Repurposing the SMT -- Who's in the Room? -- Acknowledgments -- The Author -- Index.