Leading in the Top Team: The CXO Challenge

Cover......Page 1
Half-title......Page 3
Series-title......Page 5
Title......Page 7
Copyright......Page 8
Contents......Page 9
Figures......Page 12
Tables......Page 14
Contributors......Page 15
Editor’s Acknowledgments......Page 16
Why CXOs?......Page 17
Audience......Page 19
Section 1: The business imperatives......Page 20
Section 2: The CXO leadership challenge......Page 21
Section 3: The CEO and the leadership team pulling......Page 22
Notes......Page 23
SECTION I The Business Imperatives......Page 25
2 The Leadership Imperative – Driving wealth creation......Page 27
Financial wealth......Page 28
Non-financial wealth......Page 29
Elements of a business strategy......Page 30
Purpose......Page 32
Direction......Page 33
Focus......Page 34
Processes......Page 35
Structure......Page 38
Is hierarchy dead?......Page 39
Culture......Page 41
Culture: the basics......Page 42
Quality: how important for financial and non-financial results?......Page 43
Culture: four dimensions of the social arena......Page 44
Your chosen sphere of influence......Page 47
Notes......Page 48
3 The Talent Imperative – All CXOs must strengthen the company’s talent pool......Page 49
Defining talent’......Page 50
Get organized, stay organized......Page 51
Engage with HR......Page 52
Look beyond the talk......Page 53
The fast-trackers......Page 54
The specialists......Page 56
The unsung heroes......Page 57
Clear versus ambiguous message......Page 59
What about the non-negotiators?......Page 60
Soft benefits......Page 61
Fatigue factors......Page 62
Intervention......Page 63
Prevention......Page 64
A custodian of talent......Page 65
The career pay-off......Page 66
Notes......Page 67
4 The Learning Imperative – Going offline to improve performance......Page 68
A model of learning......Page 69
From action to reflection......Page 71
Sharpening the discomfort......Page 72
Learning from others......Page 73
From reflection to new perspective......Page 74
Shaping the learning context......Page 75
From new perspective to decision......Page 76
Securing the necessary resources......Page 77
Prototyping......Page 78
Unlearning......Page 79
Influencing......Page 80
Full circle......Page 81
Notes......Page 82
The role of the chief marketing officer......Page 87
The evolving role of marketing......Page 89
The current context......Page 91
The roles of the chief marketing officer......Page 93
Integrating traditional and innovative marketing technology......Page 94
Ensuring differentiation......Page 97
The customer advocate......Page 98
Challenges facing the customer advocate......Page 99
Rationalizing and strengthening brands......Page 100
What business are we in?......Page 101
Building and articulating a broad view of the business......Page 102
Driving an integrated marketing system......Page 104
Providing in-house expertise......Page 105
Transforming the business......Page 106
The chief financial officer......Page 107
The chief executive officer......Page 108
A look ahead......Page 109
Notes......Page 112
SECTION II The CXOs: Within the Functions......Page 85
The role of the chief sales officer......Page 114
Case study 1 – The missing strategy......Page 115
CSO roles in different types of organizations......Page 116
Sell to anyone and everyone, anywhere and everywhere......Page 117
Commodities......Page 118
Providing direction and focus......Page 119
Building a winning team......Page 120
The CSO’s challenges......Page 121
The CSO and their colleagues on the CXO team......Page 123
The future of the CSO’s role......Page 125
Big pharma......Page 127
Notes......Page 128
The operations management task......Page 129
The emergence of the senior leadership role chief supply chain officer (CSCO)......Page 131
The CSCO as designer and manager of the supply chain......Page 134
The top-line design challenges faced by the CSCO......Page 136
Learning about and adapting to the market......Page 137
Managing insourcing and outsourcing decisions......Page 139
What level of integration and management to apply?......Page 141
How to integrate the supply chain......Page 142
Mapping and managing supply chain processes......Page 143
Building and balancing information visibility using IT......Page 144
Promoting collaboration and building trust......Page 147
Balancing the dual targets of leanness and agility......Page 148
Monitoring and reporting on supply chain performance......Page 150
A continued geographical expansion of markets......Page 151
Managing product developments and introductions faster......Page 152
Handling reverse logistics......Page 153
The Supply-Chain Council......Page 155
Just-in-time manufacturing......Page 156
Notes......Page 157
The role of the chief manufacturing officer......Page 159
The chief manufacturing officer as process designer......Page 160
Designing process strategies......Page 162
Drawing the factory layout......Page 163
Designing the technology platform......Page 164
Robotics......Page 165
Automated storage and retrieval systems (ASRS)......Page 166
Mapping planning and control into the available IT infrastructure......Page 167
The chief manufacturing officer as process improver......Page 168
The chief manufacturing officer as process executor......Page 170
Planning the transformation process......Page 171
The future role of the chief manufacturing officer......Page 172
Execution......Page 173
The transformation process......Page 175
Notes......Page 176
The role of the chief financial officer......Page 177
General Motors and the evolution of the finance function......Page 178
The financial management mindset......Page 180
Enabling the optimal use of capital to maximize shareholder value......Page 181
Value-added activities......Page 184
Providing direction and focus......Page 185
Ensuring efficiency and effectiveness......Page 186
Building a winning team......Page 187
The CFO and the business unit (BU) head......Page 189
The CFO and the board of directors......Page 190
The CFO and other CXOs......Page 191
Effective administration and efficiency: doing more with less......Page 192
Integrity and credibility......Page 193
Communication skills, relationship skills, empathy and personal energy......Page 194
The role of the CFO during difficult times......Page 195
Notes......Page 197
Chief technology officer/chief research officer: A common origin in the R&D function......Page 198
CTO/CRO: a common interest despite different titles......Page 200
Manage the deployment of scientific and technical staff......Page 201
Allocate corporate funds to strategic R&D programmes......Page 202
The changing role of the CTO/CRO: from managing to leading......Page 203
Instilling a sense of purpose in the role of science and technology......Page 204
Formulating a vision for technology......Page 206
Envisaging the future regarding technology (the ‘harder’ side of a vision)......Page 207
Developing a core ideology regarding technology (the ‘softer’ side of a vision)......Page 209
Enforcing a sense of focus on technology......Page 211
The emerging role of corporate entrepreneur’......Page 213
Facing the challenge as part of the top executive team......Page 215
A unique leadership profile......Page 217
Notes......Page 219
The role of the chief information officer......Page 220
The journey from cost control to business value......Page 221
The quest for business credibility, relevance and impact......Page 223
Manager of IT resources and operations......Page 224
The CIO as an enabler of business change......Page 227
Strategic business player and part of the senior management team......Page 231
Influencing the business strategy: moving from good to great......Page 232
The future of the CIO leadership role......Page 234
Customer relationship management (CRM) systems......Page 237
Notes......Page 238
12 The Chief Human Resources Officer – Delivering people who can deliver......Page 239
The changing role of HR......Page 241
The service provider: managing the talent pipeline......Page 243
Spot/recruit the raw talent......Page 245
Performance assessment......Page 246
Performance improvement interventions......Page 247
Career discussions and planning for the future......Page 248
why is it a good deal?......Page 249
The change master: advice and implementation......Page 251
Simplifying the structure......Page 252
The strategic contributor: anticipating needs and facilitating major decisions......Page 253
Anticipating strategic needs......Page 254
Assessing growth possibilities......Page 255
Implementation of expansion plans......Page 256
Counsel on top-level appointments......Page 257
Facilitator of effective senior relationships......Page 258
The qualities needed to handle the tensions......Page 259
Looking to the future......Page 260
Notes......Page 261
The role of the corporate governance officer......Page 263
Historical influences on corporate governance......Page 265
Corporate governance in the US......Page 266
The US corporate governance earthquake......Page 268
The situation in Europe......Page 269
The UK system: The role of the company secretary (more on ICSA)......Page 271
The CGO in practice: four types of roles......Page 273
Chair’s proxy......Page 275
Go-between......Page 276
Compliance ensurer......Page 277
Administrator......Page 278
The future of the corporate governance officer......Page 281
Backward-looking......Page 282
Generated internally......Page 283
External compliance......Page 284
Risk management......Page 285
Not usurping power......Page 286
Conclusion......Page 287
Notes......Page 288
The role of the chief communications officer......Page 291
The scope of the job......Page 294
History: from propaganda to communications......Page 298
The present: current preoccupations......Page 300
The future: the strategic communication imperative......Page 303
Tool #1: The company story......Page 305
Company story guideline......Page 306
Tool #2: The functional integration matrix......Page 308
A new set of skills for the CCO......Page 311
Mastering the traditional communications methods......Page 312
Business understanding and capabilities......Page 313
Change management skills......Page 314
Influencing skills......Page 315
What is next?......Page 316
Communications plan (-ning)......Page 319
Corporate or Company Story......Page 320
Social networking site......Page 321
Web 2.0......Page 322
Notes......Page 323
The role of the strategic business unit president......Page 324
Strategic business unit forms......Page 326
The purpose of the SBU president......Page 327
The SBU president’s leadership role......Page 328
The SBU president’s challenges......Page 329
The SBU president and their colleagues on the CXO team......Page 331
The future of the SBU president’s role......Page 332
P&L profit and loss......Page 334
Notes......Page 335
Why line managers hate CXOs......Page 336
Connecting with the line......Page 338
Ensure mutual expectations are understood and agreed......Page 339
Be a troubleshooter......Page 340
Propose and facilitate pilot projects......Page 341
Create allies......Page 342
Note......Page 343
SECTION III The CEO and the Leadership Team – Pulling it all together......Page 345
The CEO: many people to influence, and it’s lonely work......Page 347
Managing the CXO team......Page 348
Strategic and operational responsibilities......Page 349
Always new challenges......Page 350
CEO roles......Page 351
Originator......Page 352
Which CXOs get good experience as originators?......Page 353
Designer......Page 354
Energizer......Page 355
Which CXOs get good experience as energizers?......Page 357
Which CXOs get good experience as integrators?......Page 358
Protector......Page 359
Which CXOs get good experience as protectors?......Page 360
Bridging the gap: from CXO to CEO......Page 361
Notes......Page 362
18 The Chief Executive Officer – Orchestrating the whole......Page 364
Evolution of the CEO role......Page 365
Growth issues......Page 366
Internally generated growth......Page 367
Acquisition-driven growth......Page 368
Cost issues......Page 369
Cost-cutting programmes......Page 370
Preserving morale......Page 371
Outsourcing internationally......Page 372
Internal issues......Page 373
Mobilizing the CXO team......Page 374
Mobilizing the troops......Page 375
Structure......Page 376
External issues......Page 377
Balancing the tensions......Page 379
Notes......Page 380
Combining different perspectives......Page 381
Beyond silo thinking......Page 383
Good and bad conflict......Page 384
Marketing versus manufacturing......Page 386
Conflict becomes personal......Page 387
Demands of the task......Page 389
Setting the example......Page 390
Notes......Page 391
20 The Top Team – From executive group to executive team......Page 393
2 The market heads......Page 394
The pecking order’ challenge......Page 395
The balancing act’ challenge......Page 397
The narrow thinking’ challenge......Page 398
Alignment with the company’s sense of purpose......Page 401
Alignment with the company’s direction......Page 402
Alignment with the company’s focus......Page 403
Notes......Page 404
Conclusion......Page 405
21 Summary: the CXO Challenge – Wealth creation by the executive team......Page 407
Building capability for wealth creation......Page 408
Learning......Page 409
Quality......Page 410
Managing current operations......Page 411
Purposeful CXO collaboration......Page 412
Teamwork, yes: but individuals make the difference......Page 414
Notes......Page 415
Index......Page 416