Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
Improving collaboration across silos must be seen as a means to an end: to create value for customers.
Organizations benefit when they appreciate the value of collaboration, reward employees' collaborative behaviors and manage to facilitate and embed collaboration structurally.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
Improving collaboration across silos must be seen as a means to an end: to create value for customers.
Organizations benefit when they appreciate the value of collaboration, reward employees' collaborative behaviors and manage to facilitate and embed collaboration structurally.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Real-time Workforce Planning: Keeping up with business change Bhupesh Chaurasia
Adapting to change is not a new concern, but responding to the increasing pace of change is a challenge many of today’s organizations struggle with. Adoption rates for new technologies continue to accelerate, and each new innovation raises our expectations for how things get done. To keep up with the pace of change of both technology and process, business leadership
must adopt more dynamic decision-making processes throughout every part of the organization – including its people processes.
The Case Against Splitting HR: How to Become a True Strategic AdvisorHuman Capital Media
With recent articles like Harvard Business Review’s “It’s Time to Split HR,” written by world-renowned business adviser and author Ram Charan, and BersinInsights’ “Will HR Lose the Battle Over Analytics,” written by industry analyst Karen O’Leonard, 2015 represents a pivotal year for human resources as we know it today. The global economic recovery, compounded by demographic shifts, is moving power from employers to employees, turning labor into a seller’s market. As a result, the workforce is becoming an increasingly core strategic consideration to businesses.
Join workforce intelligence expert Dave Weisbeck as he discusses how HR can play a more critical role driving business performance than ever before. In this informative and visionary webinar, Weisbeck will discuss:
The case for and against splitting HR.
External factors driving the demand for HR to play a more strategic role in the business.
How HR can re-skill and overcome the barriers to adopting a data-driven culture.
The future of HR as a strategic advisor.
HR success stories: Examples of strategic HR.
Why organizational strategy matters
Top performing companies successfully leverage their organization more effectively than rivals and derive over 64% more profit per employee than next-tier performers.
Few companies though look at their organization as strategically and holistically as they might - which is surprising considering the extent to which organization capabilities and performance drive business value today.
We contend that absent such consideration and definition, gaps and misalignment will frustrate business strategy and desired performance objectives will not be met. It’s as simple as that.
Developed and implemented effectively organizational strategy enables companies to convert strategic intent into sustainable and high performance results.
Making Strategy Work for Entrepreneurssohailgondal
Challenge: Traditional strategic planning approach fails to handle the ambiguity, uncertainty and complexity prevailing in entrepreneurial environments. Consequently, these barriers become the reason for entrepreneurs to jettison robust strategic thinking or management
Way Forward: An effective strategic planning capability can do more than address the common and predictable issues that cause a new ventures demise. This paper defines an agile approach to strategy that balances the rigor and speed entrepreneurs need.
We are proud to announce our 34th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Real-time Workforce Planning: Keeping up with business change Bhupesh Chaurasia
Adapting to change is not a new concern, but responding to the increasing pace of change is a challenge many of today’s organizations struggle with. Adoption rates for new technologies continue to accelerate, and each new innovation raises our expectations for how things get done. To keep up with the pace of change of both technology and process, business leadership
must adopt more dynamic decision-making processes throughout every part of the organization – including its people processes.
The Case Against Splitting HR: How to Become a True Strategic AdvisorHuman Capital Media
With recent articles like Harvard Business Review’s “It’s Time to Split HR,” written by world-renowned business adviser and author Ram Charan, and BersinInsights’ “Will HR Lose the Battle Over Analytics,” written by industry analyst Karen O’Leonard, 2015 represents a pivotal year for human resources as we know it today. The global economic recovery, compounded by demographic shifts, is moving power from employers to employees, turning labor into a seller’s market. As a result, the workforce is becoming an increasingly core strategic consideration to businesses.
Join workforce intelligence expert Dave Weisbeck as he discusses how HR can play a more critical role driving business performance than ever before. In this informative and visionary webinar, Weisbeck will discuss:
The case for and against splitting HR.
External factors driving the demand for HR to play a more strategic role in the business.
How HR can re-skill and overcome the barriers to adopting a data-driven culture.
The future of HR as a strategic advisor.
HR success stories: Examples of strategic HR.
Why organizational strategy matters
Top performing companies successfully leverage their organization more effectively than rivals and derive over 64% more profit per employee than next-tier performers.
Few companies though look at their organization as strategically and holistically as they might - which is surprising considering the extent to which organization capabilities and performance drive business value today.
We contend that absent such consideration and definition, gaps and misalignment will frustrate business strategy and desired performance objectives will not be met. It’s as simple as that.
Developed and implemented effectively organizational strategy enables companies to convert strategic intent into sustainable and high performance results.
Making Strategy Work for Entrepreneurssohailgondal
Challenge: Traditional strategic planning approach fails to handle the ambiguity, uncertainty and complexity prevailing in entrepreneurial environments. Consequently, these barriers become the reason for entrepreneurs to jettison robust strategic thinking or management
Way Forward: An effective strategic planning capability can do more than address the common and predictable issues that cause a new ventures demise. This paper defines an agile approach to strategy that balances the rigor and speed entrepreneurs need.
We are proud to announce our 34th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
Building bench strategic planning ceos executive successionPwC
Putting the right talent at the top is critical for boards and CEOs who need to ensure their companies thrive in today’s dynamically changing landscape. To compete and win, companies need to cultivate executive talent and teams that can recognize and seize strategic opportunities in constantly shifting conditions. Do you have a succession process that can put the right talent at the top?
Boardroom agenda for FY16-17: priorities and actionsBrowne & Mohan
Boardrooms are witnessing breakdown of business models in their industries and high unpredictability than what they are used to. Weak Chinese economic data, plunging commodity prices, rise and spread of Islamic state group (IS) and its attacks are posing new business challenges. In this presentation, Browne & Mohan consultants discuss what should be the priorities of the Board for the FY16-17 and how must they go about it to sustain the growth and relevance of the organization.
As a c-suite executive in an organization and industry, it is almost imperative that the job demanded to create value for driving the profitability, growth and the ‘sustenance’ of the demanded growth. The intent is the navigating, exploring and detecting the right direction along with your chosen team to avoid disruptions and change facing the industry.
In the prevalent times the corporate executives faces ever growing challenges in shape of financial, political, demographics, economic and above all the ‘technology’, altering the shape and intensity of competition.
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob KhanHealthcare consultant
While workers around the globe are keeping essential services running, it is imperative for business leaders, particularly senior strategy executives, to reflect on the lasting implications of COVID-19 and what they can do to best position their people, their businesses, and society to recover and thrive in the long term. Five key shifts can help chief strategy officers (CSOs) successfully guide their organizations through the pandemic.
767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis & Heckman,
2006), although much has been written about specifi c talent man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic links
in how talent management can be ingrained in a business organi-
zation. While business managers have generally developed strong
links among the business environment, the business strategy, and
business results, this process in the past has often bypassed human
resource (HR) and talent management systems. Business executives
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/12/2020 10:12 PM via STRAYER UNIVERSITY
AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results. However, the
links between these business elements are not yet well developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld. For
example, which changes in talent can directl.
767
CHAPTER 22
CRITICAL RESEARCH
ISSUES IN TALENT
MANAGEMENT
Rob Silzer
In general, research on talent management in organizations has
been limited (see Gubman, 1998; Lawler, 2008; Lewis & Heckman,
2006), although much has been written about specifi c talent man-
agement components such as recruiting, selection, and perfor-
mance management. Doing rigorous research in organizations is
challenging because of the complexity of fi eld research and the
limited ability to hold some variables constant while others are
studied. The fi eld also lacks agreement on the appropriate type and
level of outcome measures to use.
Many of the previous chapters make suggestions for future
research in specifi c areas of talent management. This chapter
discusses the talent management areas that would benefi t from
further research investigation (see Table 22.1 ).
Key Strategic Links
At the beginning of this book, we identifi ed the key strategic links
in how talent management can be ingrained in a business organi-
zation. While business managers have generally developed strong
links among the business environment, the business strategy, and
business results, this process in the past has often bypassed human
resource (HR) and talent management systems. Business executives
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 6/12/2020 10:12 PM via STRAYER UNIVERSITY
AN: 300763 ; Dowell, Ben E., Silzer, Robert Frank.; Strategy-Driven Talent Management : A Leadership Imperative
Account: strayer.main.eds-live
768 Strategy-Driven Talent Management
and human resource professionals are increasingly likely to see tal-
ent management as a core business process that has a major role
to play in linking business strategy to business results. However, the
links between these business elements are not yet well developed,
and many of them are relatively weak (see Figure 22.1 ).
A critical area for research is investigating these links and
identifying the factors that strengthen or weaken the links. We
probably have better insight into the link between a talent strat-
egy and talent programs and processes than for the other links
in Figure 22.1 . In this area, some HR and talent professionals are
experienced and knowledgeable. But linking these at the front
and back end with business practices is a relatively new fi eld. For
example, which changes in talent can directl.
Corporate Governance a Balanced Scorecard approach with KPIs between BOD, Exe...Chris Rigatuso
This paper, from 2003, during my time at Oracle, was an early attempt to define metrics for inducing accountability between BOD, executives, and operating management of corporations. It's geared to large companies, but the lessons are broadly appreciable. It was published in CFO Reviews by Anderson Consulting, and other places. It predates the SOX Sarbanes Oxley laws that were a result of the Enron Scandal.
This article is based on Booz & Company's long-standing work on organizational DNA. It describes how to select the right mix of organizational design elements--both formal structures and informal aspects of organizational culture--to advance your company's strategy.
An Conghui, president of Zhejiang Geely Holding Group and CEO of Geely Auto Group, explains the future of flying cars and the value of an international brand.
For Greg Lehmkuhl, president and CEO of Lineage Logistics, temperature-controlled supply chains for perishables are one of the world’s next great platforms.
As more and more companies in a range of industries adopt machine learning and more advanced AI algorithms, the ability to provide understandable explanations for different stakeholders becomes critical. If people don’t know why an AI system made a decision, they may not trust the outcome.
Findings from a recent PwC Consumer Intelligence Series (CIS) survey of 15,000 global consumers confirm that technology will remain central to retailers' ability to understand and predict customer behavior. But none of these high-tech capabilities would be possible without people.
More from Strategy&, a member of the PwC network (20)
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?
1. strategy+business
ONLINE JANUARY 15, 2019
BY PAUL LEINWAND, NILS NAUJOK,
AND JOACHIM ROTERING
Memo to the CEO:
Is Your Chief Strategy
Officer Set Up
for Success?
strategy+business
2. www.strategy-business.com
2
Paul Leinwand
paul.leinwand@pwc.com
is global managing director of
capabilities-driven strategy and
growth for Strategy&, PwC’s
strategy consulting group. Based
in Chicago, he is a principal with
PwC US.
Nils Naujok
nils.naujok@pwc.com
is an advisor to executives in the
chemicals and steel industries
for Strategy& and specializes in
operating model development,
supply chain management,
and sourcing strategies. He is
a partner with PwC Strategy&
Germany, based in Berlin.
Joachim Rotering
joachim.rotering@pwc.com
is the global and Europe, Middle
East, and Africa leader for
Strategy&. Based in Dusseldorf
with PwC Strategy& Germany, he
specializes in operations, working
primarily with clients in the oil,
chemicals, and steel industries.
When Snap appointed a chief strategy officer (CSO) in 2014, the move was wide-
ly noticed — and not just because the owner of the Snapchat messaging app
had picked a banker who made his name advising on the massive initial public
offering of Alibaba, the Chinese e-commerce group. It was the first time Snap
had employed a CSO.
The role of the CSO is only a few decades old, but it is growing increasingly
popular. Companies large and small continue to create the CSO position. They
apparently recognize the value of having a member of the C-suite who is primar-
ily oriented to the long-term future of the company.
Unlike the CEO, whose day job often focuses on short-term performance, the
CSO can, in theory, concentrate on the future. And unlike other C-suite officers
such as the chief financial officer, the chief marketing officer, or the chief infor-
mation officer — whose points of view are influenced by the sometimes large
functions they represent — the CSO can provide an independent perspective.
Yet as desirable as the CSO role may be, there are signs that the role has yet to
be leveraged to its full potential. In a wide-ranging survey of 187 CSOs around
the globe, Strategy&, PwC’s strategy consulting practice, found that only 25
percent of respondents felt they were “very successful” at creating value for their
company. And in our ongoing research into the state of strategy, we find that 65
percent of executives across industries don’t think their company has a winning
strategy.
This tells us that companies need to reexamine how to get the most from this
increasingly critical strategic role. They also need to take a hard look at strategy
3. www.strategy-business.com
3
itself. It may have been desirable in the past for companies to employ the long-
term planning skills of a senior strategist, but the large number of choices com-
panies need to make today and the unprecedented scale of disruptive challenges
they now face make it imperative.
Indeed, in these turbulent times, companies need to make clear choices on
how they are going to compete and win, and that requires building real advan-
tage. Just responding in an ad hoc fashion — launching initiative after initiative
to seek growth or trying to remain flexible and react to what others are doing —
is a clear path to failure. Companies need to reboot the CSO role and strategy
itself.
The good news is that some CSOs across industries and across regions do get
it right. They feel positive about the value they create for their company, they
report that their strategic plans are of high quality, and they tell us their compa-
nies tend to outperform their peers. And they share a number of characteristics
from which we can learn.
What Ails the Chief Strategist?
Unfortunately, the companies with effective CSOs appear to be in the minority.
For the rest, there is a massive gap between the reasons the role was created and
what the job typically entails. Indeed, our survey found that 65 percent of CSOs
think their priorities aren’t very clear. “The company feels they need a CSO, but
they don’t quite know why,” says the head of strategy at one global manufactur-
ing company. “And then the CSO feels like they need to make up the role as
they go along.”
Rather than spending time and energy addressing the fundamental questions
of strategy, the CSO typically manages a long list of more tactical areas that fall
into what one executive described as “the chief everything-else officer.” Indeed,
many CSOs end up being stretched across too many different areas, making it
difficult for them to drive the company’s strategy. Many are busy dealing with
mergers and acquisitions, restructuring programs, the board agenda, external in-
telligence, or various corporate-wide initiatives they may not be well positioned
to run.
Whether it’s helping drive board documents, executing cost programs,
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launching incubator businesses, or supporting individual business units, the
CSO typically has no shortage of areas in which to help, but lacks the freedom
to prioritize the important over the urgent. Adding to the problem is the fact
that the CSO role often overlaps with other C-suite positions, such as the cor-
porate development officer, the chief growth officer, the chief digital officer, and
the chief innovation officer — some of which were introduced after the inven-
tion of the CSO role. At a minimum, this overlap can create confusion about
who is driving the perspective on some longer-term strategic questions.
The environment is not set up for the CSO to live up to the potential of
the role. Most companies address strategy through an annual strategic planning
process. But that process generally doesn’t help the company address the funda-
mentals. Says one CSO at a global consumer packaged goods company, “Our
strategic planning process is currently too detailed, at a level that creates argu-
ments and discussions that don’t focus on high-level concepts that add value. We
need to raise the level at which we have discussions.” This is a widespread issue:
Just 26 percent of CSOs in our research, for example, fully agreed that their
company’s strategic plan clearly states “how we are going to compete and what is
going to make us successful.”
And although many top teams seem to be concerned that the company isn’t
addressing strategy properly, CSOs report that the same teams spend significant-
ly more time discussing operational issues and short-term financial performance
than important strategic matters. Small wonder, then, that although almost half
(47 percent) of CSOs expect their industry to be significantly disrupted in the
next five years, 68 percent admit they need to “get in front and drive change,
rather than react to it.” That’s hard to do if the top team isn’t spending time on
real strategy.
Many CSOs voice frustration over not being systematically involved in stra-
tegic discussions, a situation that allows them little room for influencing the
many decisions that are being made throughout the company. CSOs don’t feel
they have the authority to influence the company’s direction as much as they’d
like. In our survey, only 28 percent of CSOs fully agreed that they have a seat at
the table equal to those of other senior executives. Almost half don’t meet more
than twice a month with their CEO to discuss strategy.
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It may be that CSOs need to be more proactive in demonstrating the value
they can add, or that leadership teams need to stop viewing the CSO as a “ge-
nius on demand” — that is, someone who will always be available on an ad hoc
basis for reactive insight — or both. Because, as we know from the way the role
was conceived, and how it must be used today, the CSO needs to be empowered
to drive the strategic agenda with a proper seat at the table.
Three Ways to Unlock the Full Potential of the CSO
We have compared the survey responses of CSOs who report being very success-
ful at creating value for their companies with those of their less successful peers,
and distilled three recommendations for ensuring the CSO is set up for success.
1. Put strategy at the forefront of the executive agenda. Prioritizing strategy
allows the company to make the big choices that shape its future and command
a sustainable competitive advantage. And the CEO needs to hold the CSO ac-
countable to work with the executive team to develop answers to the fundamen-
tal strategic questions that all companies need to address.
There are two powerful tools that a CSO can use to stretch the top team’s
thinking beyond the here and now. The first is to imagine together what a new
competitor would do if it entered this industry: What value would it create?
What customer experience would it offer? What technologies would it use? The
top team will gain new insights into similar technologies and processes they may
want to use, and into how they could use some of their own advantages to win
against this type of competitor.
65 percent of chief strategy officers
feel their priorities aren’t very clear.
“The company feels they need a CSO,
but they don’t quite know why,” says
the head of strategy at one global
manufacturing company.
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The second tool is to turn that same scrutiny on their own company. In our
work, we call this the “coherence test.” It requires asking questions about how
the value proposition, capabilities system, and product and service lineup all fit
together. For example: Are you investing in the areas that really matter to your
value proposition (the promises you make to customers)? Can you articulate the
three to six capabilities that deliver on that value proposition? Have you defined
how those capabilities work together in a system? Do most or all of your prod-
ucts and services fit with that capabilities system? Is it reinforced by your perfor-
mance management system, your other incentives and KPIs, and your practic-
es? Do you understand how to leverage your capabilities in new or unexpected
arenas? And does everyone in the organization understand how the company is
distinctive?
In addition to ensuring that strategic questions get a prominent place on the
top team agenda, the CSO should build in mechanisms to hold the company
accountable for its strategy, for example, by getting regular input from key man-
agers across the organization on the critical issues the company faces, and by
defining clear metrics that help measure progress.
2. Make the strategic planning process more effective. Many strategy process-
es focus too closely on short- to medium-term functional and operational issues.
They neglect important stakeholders, do not respond well to a highly dynamic
business environment, and are overly bureaucratic and cumbersome. To avoid
these traps — and to make strategic planning truly strategic — the CSO should
aim to do the following.
• Decouple, then relink the strategic planning and budgeting processes. First
separate them, then bring them back together, making sure that the strategic
plan feeds into the budgeting process but is not dominated by it.
• Focus the scope of the strategic planning process on the few key strategic
questions that need to be answered, rather than doing comprehensive bottom-up
planning.
• Improve inputs to encompass a broader set of external stakeholders — not
just customers, but also ecosystem partners, technology think tanks, and oth-
ers. Use artificial intelligence to identify patterns, generate ideas that contribute
to some of the key strategic questions identified, and improve the efficiency of
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data collection and analysis. Continually monitor the environment — includ-
ing social media data — for early signs of business opportunity and potential
disruption.
• Improve engagement to make strategic planning an experience rather than
an exercise of filling in templates. Use storytelling, workshops, “immersive vi-
sualization” sessions, social platforms, strategic simulations, and other tools to
create a real dialogue and transform the presentation of strategy into something
dynamic, engaging, and tangible in order to bring the best ideas to life.
• Hold the organization accountable by measuring the company’s progress
in addressing its most important strategic questions. Keep some of the key strate-
gic questions the same each year, and put in place a periodic check-in, such as an
annual employee survey about strategy.
3. Clarify the CSO’s role and priorities. There’s no doubt companies should
want the CSO to shape the company’s strategic direction and make sure that all
the leadership team’s major decisions are in line with that strategic agenda. But
different companies will have different operational and institutional needs, and
the CSO might be called on to add other roles for a limited period of time — for
instance, manager of a cost transformation program. In such cases, however, the
CEO will need to ensure that these roles are undertaken not at the expense of
addressing the company’s strategy, but rather in addition to it.
CSOs will find there are different ways to drive the company’s strategic
agenda. It helps to be aware of those paths and have an open discussion with the
leadership team about which is the right one, given the company’s needs and
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culture, as well as the CSO’s strengths and personality. These approaches might
include playing the following roles.
• Truth teller — providing objective insights about strategic challenges in
the business and economic environment
• Challenger — constantly pushing the organization and presenting ideas
leaders might not otherwise consider
• Change agent — supporting the organization in achieving its strategic ob-
jectives by helping design and implement large transformation programs
• Advantage guardian — identifying, securing, and promoting the key ca-
pabilities that help differentiate the organization
• Facilitator — providing guidance and facilitating strategic thinking across
business units or departments
• Outsource provider — getting work done for people and helping them
solve their biggest problems
Executive teams know that their company’s future relies on making the right
big choices. But most are also painfully aware that the company’s governance,
management structure, and culture don’t facilitate the tough discussions needed
to place the right big bets.
It’s this exact challenge that the CSO, as an independent insider at the side
of the CEO, is uniquely positioned to address. Companies may have used their
CSO for many other things in the past — which is understandable given the
broad skill set many CSOs have — but it’s time now to have the CSO focus on
the fundamental questions of strategy and the most significant opportunities
presented to the company. It’s up to the executive team, and especially the CEO,
to ensure the CSO is set up to do the job. And it’s up to the CSO to hold every-
one else accountable. +