CHAPTER 7LATTICE TO LEADERSHIP
“If you move someone straight up, he becomes deep but narrow, and it will be hard for him to become a general manager,” says Shellye Archambeau, who has been CEO of MetricStream, Inc., a Palo Alto company that produces software for governance, risk, and compliance, since 2002. She spiraled to the top by plotting a series of lateral moves that not only qualified her to run a company, but increased her chances of long-term success.1
In the midst of the 1990s Internet boom, Archambeau was one of hundreds of IBM vice presidents. After years of ping-ponging between staff and line positions—IBM’s standard use of lateral moves to develop rising managers—she was itching to be out on her own. Knowing that she’d have to leave ...
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