While this is an interesting idea. I find it challenging to work in practice. The number one reason is that people are wired (not sure why) to look to a single leader for direction. Two CEOs makes hard to have one unwavering vision. I tell CEOs all the time — your job is culture, vision, and capital among others. Operating the company can be carved up, yes. But titles must make it clear who truly leads. On ceoplaybook.io I try to share stories that help put this in perspective.