Chief Executive Group © Copyright 2015
Joining a peer networks allow CEOs to continuously learn to improve the growth and profitability of their organization.
Guide To CEO Peer Networks 2016
Peer Networks for CEOs have been around for decades but are becoming increasingly popular. They vary widely, so CEOs are advised to understand the pros and cons of each organization.
The five largest networks, including The Chief Executive Network (CEN), Young Presidents Organization (YPO), Entrepeneurs Organization (EO), and G100, each facilitates meetings between CEOs, but often serve different-sized organizations and industries. While some meetings are member-run, others employ coaches and still others proffesional facilitators. Some meet monthly, while others meet twice yearly.
Learn why CEOs of various company sizes, company sizes, stages and industries are turning to these and other peer net-works, and just as importantly, learn what the key differences are between them to help you determine which may best serve your needs.
The Guide to CEO Peer Network 2016 provides a frame-work for CEOs to quickly evaluate the leading groups and answers the following questions:
What do peer networks deliver to members?
There is empirical evidence that companies whose CEOs belong to a peer network outperform their industry averages in terms of revenue growth and profitability. Learn how each network promotes the sharing of ideas, best practices and advice among members.
What are the key differences between the leading peer networks?
We compare the 5 largest organizations:
Questions to consider when joining a peer network including:
How much do the various networks charge for membership, what are the different time commitments and more?
Why Membership Size Matters
To the uninformed observer (and the media), it appears that all CEOs do the same thing: run an organization. But any real understanding of business recognizes the significant differences by CEOs of different-sized organizations.
The smallest businesses almost always require a CEO to actively DO many of the functions needed on a day-to-day basis. Some days' tasks may be as mundane as ordering supplies and answering phones, as well as participating in front-line, customer-facing roles. Outside capital is typically non-existent. As a business grows and matures, the CEO must adapt and develop processes and consistency, upgrade talent in high impact areas, and establish personal relationships with key customers.
The lower-mid-market company CEO (annual revenue $10-$100 million) is no longer fighting for survival, and now faces strategic planning with a longer time horizon. With basic processes established, this CEO may be consumed with issues like quality and efficiency, or growing new markets or products to provide diversification. Capital becomes available at this size, and the CEO must think strategically about partners and alliances. Talent issues are still critical and consume increasing time even as the CEO delegates to and upgrades key people.
An upper-mid-market CEO (annual company revenue $100 million to $1 billion) faces many of the same challenges as a large-company CEO, but without the same resources. This places added demands on the individual, as they must assume additional responsibility in key functions like strategic planning, corporate finance, mergers/acquisitions/divestitures, international issues, talent development and management, technology and more.
The large company CEO (annual company revenue $1 billion +) is typically engaged in strategic business issues over a long time frame. This CEO must often deal with questions like which business lines to invest in, harvest or divest, how to motivate, groom and attract up-and-coming talent and key executives, how to deal with investors and/or regulators, and more. Given the size and scale of this organization, every word uttered by this CEO is closely scrutinized and parsed, with interactions between the CEO and average workers being infrequent.
|Chief Executive Network (CEN)||Entrepreneurs Organization||G-100||Vistage||YPO-WPO (Young President's Organization)|
|Member Size Range||Mostly Mid-Market ($10 million to $1 billion)||Mostly small companies (Under $5 million)||Large companies only (Over $1 billion)||Small to Mid-Market ($5 million to $20 million)||Mostly Mid-Market ($12 million to $100 million)|
|Peer Groups Organized by Industry (Non-competitors) and Size Range|
|Meetings are Professionally Facilitated|
|Global Member Access|
|Annual Feed||$3,000 to $8,450 (depending on company size)||<$5,000||>$25,000||$12,000||$8,000 to $10,000|