The Changing Role of the CEO Office Fix your operating environment before you fix your peopleExecutive summary Chief of Staff (CoS) or also know as ‘shadow’ adviser roles are becoming more prominent across the corporate world. Popularized by Intel, Amazon, PayPal and others; installing a Chief-of-Staff (CoS) is a proven way of getting more leverage from that finite resource. So, here are few slides on that topic. Starting with the approach, inside/out, problems you want to solve, archetypes and success measures.Organizational Structure redesign approach Ensure maximum ownership of new structure by all members of the organization tera) Pree erie eerie Pens Peter Cee ta ec Ory ey es ereicg cone cei igh eel rgenzabanal view rameworks rsequeress of ‘crerganzaton inventor stenaticand | stop) and opasting csign oars of eure rae : = Noun ‘oganialn and | na prt, ial Spores oerempatoraie _ Sebgeatenaye oo forthe organisation organizationaldesign organization models eee structure rete ‘andperormance Bininess Srtegy femancement a sess bison Before you even get started on a project, you should first take a step back and plan out your approach. Make sure that you review frameworks for organization design and select the fit. Source: Al DynamiArchetypal ‘CEO Office’ structures Changing role of the CEO Office + AcrossallthecEO | The Administrator The Operator The integrator Office organizational \ structures profiled, three diferent archetypal a structures emerge, |, ovferemtistin Cnaracterists Diferemtoting haracterstce!_ferentting Characteristic eNhnrbucinesbeangtorave = Pannigandesccithesenor = lnaningandeng ona Roc tolesatteutreqetie Inamgemet eres Sompe rane foremmp, dtensonofthecEO burthe —fandmeeligs ond company eating ey ile or pacntyan cinder = re Seana partials Steawe eo oMeewanster + Tauinghigh pofynibties + Detmreand reeerneew + Havers wud adminarster—" foreesceueandientiyng Meseand buses Silman rie syotanrs Sonne, Fiimomacciarin: § » acicany ~ Rate weinmt Insatowsere EO toterson —" otneerecrte,puimgincther_ opparuntes vivosmostimeeranto the acetyeservam meniesas + Sune out one ues unt Srour aan * Rromanedecast neo a famomiareuenieiee 5 Tne unsiisisn ‘owen eee Sincbossaumtacse: 7 oueaueiete —— mabnaahine tnd Teflessersancnoninen = Punelagatananerceng — preeitingonsiertions to | semi et ee Dro tomsthatieure nt revere talelers fommutipesraswihn the" Pj mantgngboordectig | oom canara fevoan metas Sue: Al DynamiOpportunities and risks for each ‘CEO Office’ structures Summary of Opportunities and Risks by Structure BOCs Process efcieney throu reed supeation and efetve incoordnating recite ‘Blendoet {onsstentapproachtsadminatrative processes mange CED'sactties The Operator Etfective partnership with the Internal tenes sake odes Processerfeiene through ‘ental goverance Flext respondtoctaneine reed he CED Bre cg Flexi, barawith ans requisteemartie wi ersure effective suppor nshebget ‘yd, business reviews orth board meen preparation 1 Seringasatusessac\sorand canidsnt 9 the excise ‘Works Well If You Are Inaity toffee dagrose CEO's reeds duetolimites interaction with ‘the eteraistavendlers nareauiite Feces and sper ofthe ‘eam torespond 9 CEO'sneeds eyons sammistranve tasks ‘Ahh entalizedorganation Bulnessopetatesindestable ‘sen teas erat malurefsable orgarication Duplestion of processes i her lite ental governance unclear roles and responsi tes through complet of organisational stucte Inconsisteney ofthe projet rmaragerent ane posstty ot Contradcnonsetween the C0 tice andenterese PMO solens ‘Aig centated organization Da caanzation operating nasal enter of welhestabihed kept ‘Rama ts mecueiaed eatin 2 ots cgarzation 1 Spuifant concentration the secsionmang pow within the CEO Once 1 Ovelaping processes trough lind conta a governance the CEO Once + Fare tocxabiah the eam to Tack frequred coripetences Abily decenvataes organizaon/onglomerate/boling + dnerginiation operating mle rareety/eroduets tvoughdlerert tinea ite + Alege tint naa + Reap emanding eganetion Source: Ale DynamiCEOs look in the mirror... and see the world CEOs’ lower confidence could indicate a more subdued global economic growth than leading forecasts QUESTION: How confident are you about your ‘orgarizstion’s prospects for revenue growth ‘over the next 12 months?The top ten external threats to business Summary of Opportunities and Risks by Structure 2018 top ten threats 2019 top ten threats 1. Over regulon 2. ver regulation 2 eto 2 Foi uncertain 3. Geopoltial uncertainty 3. Aaa of key sis A oyper threats Aten conics S.aunaiy of els ea 6.Spendot 6 Gecpoltial ‘echnoiginl range uncetary ‘ees toxburéen >. protection Pepto 8 Bepuln 9. imate charge ar 9.speed environmental mage ‘ecinalogeal change 120-Fechangerte 10. charge rate seit | visti QUESTION: Prioritize The Top Ten threats 13. Cimate change ‘eovronmental damage 123. enone Source: PODCEOs face issues with their own capabilities QUESTION: Thinking about the dats that you personally useto makedecsions about the long: ‘term success and durablty of your business, how itaiimportant important are the following? = 7% ome 2% * Data considered crtcalvimportant for decision making a * Comprehensiveness ofthat data as currentl received ae a ee 28% 3 ng 1% 22% 9 2% is ve 16% Comprehensive r T T T T T T r 1 Data Financial Dataabout Data aboutihe Data aboutyour Benchmarking Data aboutthe —Dataabout_ ——_Dataabout aboutyour —forecastsand —_yourbrand risks towhich employees’ © datacnthe effectiveness your supply —theimpact customers’ projections andrrepulation —thebusiness_ views and -—performanceof of your RAD chain ofcimate ard clients! is exposed needs your industry processes ‘change onthe preferences oars business, ‘and needs a 2019CriicaWimportant —e— 2019 Comprehensive = 2009CritieaVmpartant —e-- 2009CamprehensiveThe problem statement blocks What problem/s are we trying to solve? Souce: Stole eviews and der resentFramework for determining optimal ‘CEO Office’ structure Perspective PACs Financial Strategic Operational 1, Scalability - How important is the need to realize scalability for the business unit? 2. Cost Structure - How important isit that resources are shared by all business units? 3. Strategic Projects - How important is identifying and taking on ad hoc strategic projects (for example, executing key initiatives or closing any operational gaps)? 4. Research and Innovation - How important is researching new ideas and business opportunities land How importants critical is that the business unit innovates rapidly? 5. Oversight/Control - How important lines? 6. Speed of Decisions - How important is it that decisions should be made quickly on the line? hatall ertical processes are monitored across business Customer 7. Customer Proximity - How important is the proximity of customers and/or external stakeholders? ‘8. Customer Leadership - How important is the top-down leadership? The most successful CEO Office's dynamically integrate all responsibilities and can track the flow of a relationship, project, or initiative from end-to-end Sue: gle DynamiThe Integrator - Organizational structure Detail view of The Integrator ‘CEO Office’ structure NT scx naansopicin 5 eet ag en OR aa Seger eet a. Satay toll aeeantccaper cig conan egacenater mun yeees Se une: Sian loeaeeeeamios giguceren oad eeceimeo aan es eons ree. a! 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