Introducing the COO

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Introducing the COO - often overlooked as a key to opening the C-suite door.

Published in: Marketing, Business, Education

Introducing the COO

  1. 1. THE COO Part of a series taking a closer look at enterprise organisations
  2. 2. Sometimes it seems the only person marketers want to talk to is the CEO…
  3. 3. But there’s a whole lot more to enterprise organisations.
  4. 4. Introducing the COO…
  5. 5. CONTENTS What are my objectives?
  6. 6. WHAT ELSE MIGHT I BE CALLED? Typical names for this job function include: • Chief Operations Officer • Deputy CEO • Operations Director
  7. 7. WHO AM I? WHAT DO I DO? Who am I? • I’m the CEO’s problem-solver • I’m very detail-orientated • I get enterprise cost management • My focus is the internal mechanics of my organisation • I have a small team • I own the company’s business model and vision • And I’m responsible for policing it
  8. 8. WHO AM I? WHAT DO I DO? What do I do? • My focus is internal daily operations • I optimise operations performance • I’m in charge of effective risk management • I instigate transformational and change management projects • I often do this across the whole business • I own the output of our annual planning sessions
  9. 9. WHAT’S MY TYPICAL BACKGROUND? • I’m well-educated 54% of COOs have a masters or higher qualification (source: EY) • I could have come from a wide range of backgrounds such as Finance Director or Operations Director • I tend to be very senior 66% of COOs are on the executive committee or board (source: EY)
  10. 10. WHO IS MY BOSS AND WHO DO I MANAGE? CEO COO COO CFO Transformation Director Operations Director CIO CMO HR Director
  11. 11. WHO’S TARGETING ME? No-one! Which is surprising, given how important they are...
  12. 12. THE WORLD I LIVE IN: NOT MUCH FOCUS FROM SUPPLIERS
  13. 13. THE WORLD I LIVE IN: MAYBE THAT’S STARTING TO CHANGE…
  14. 14. THE WORLD I LIVE IN I like… • Models • Processes • Keeping on track • Keeping on budget • Good Program Directors • Communication I don’t like… • Surprises • Excuses • Delays • Overspend
  15. 15. WHAT ARE MY OBJECTIVES? • Managing programme-specific objectives for delivery • Setting key metrics for the business and ensuring they are met • Ensuring new systems are implemented seamlessly across the organisation, run to schedule and are within budget. • Reducing average lead time to delivery • Realising cost savings • Increasing efficiency in operations • Discovering and supporting growth opportunities for the organisation
  16. 16. WHAT ARE MY OBJECTIVES? I want to: • Reduce operational costs by 10% • Reduce lead time to delivery by 5% • Grow revenue from department X by 5% • Implement performance management programme for operations department • Enhance internal programme/ process delivery
  17. 17. HOW DO MY PEERS SEE ME? Nice balance between vision and detail Fell 1 x step short of being the CEO A resource to be utilised Interfering Responsible for nothing Excellent understanding of the underlying model Jack of all trades, master of non Up for change
  18. 18. A DAY IN THE LIFE OF THE COO Reviews with HR, CFO, CIO Defining new models for change programmes Planning and modelling company targets and how to achieve them Budget review Departmental planning Meeting Operations staff training and development plan Project progress review
  19. 19. WHO ARE WE AND WHY DO WE CARE?
  20. 20. ABOUT THE MARKETING PRACTICE We live and breathe enterprise demand generation With over 90 people and 10 years’ growth we are 100% B2B-focused and one of the UK’s top 10 B2B agencies We integrate all the skills you need under one roof to plan and manage end-toend programmes across EMEA (data, inside sales, creative, content, digital …) And we focus on working with a few select clients to deliver results and prove ROI
  21. 21. TO TAKE A ONE-MINUTE TOUR OF THE MARKETING PRACTICE, VISIT: www.themarketingpractice.com/the-agency

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