Positions and Titles The Needed Shift in Paradigms

Presented to: NHRD Network, Hyderabad On February 19, 2009

Chandu Sambasiva Rao
MD and Chief Mentor / ATG OCS

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Organizational Structures
• • • • • • Chain of Command - Who reports to whom Unity of Command – One to report to one only Span of Control - The number of subordinates Authority [Line | Staff] - The rights inherent in a managerial position Power - Capacity to influence decisions Responsibility - An obligation to perform assigned activities
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Chain of Command

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Line Versus Staff Authority

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Authority Versus Power

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Types of Power
Coercive power Reward power Legitimate power Expert power Referent power Power based on fear Power based on the ability to distribute something that others value Power based on one’s position in the formal hierarchy Power based on one’s expertise, special skill, or knowledge Power based on identification with a person who has desirable resources or personal traits

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Building a Power Base
1. Respect others 2. Build power relationships 3. Develop associations 4. Control important information 5. Gain seniority 6. Build power in stages

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Types of Departmentalization
 Functional Groups employees based on work performed (e.g., engineering, accounting information systems, human resources) Groups employees based on major product areas in the corporation (e.g., women’s footwear, men’s footwear, and apparel and accessories) Groups employees based on customers’ problem and needs (e.g., wholesale, retail, government)

 Product

 Customer

 Geographic Groups employees based on location served (e.g., North, South, Midwest, East)  Process Groups employees based on the basis of work or customer flow (e.g., testing, payment)

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Mechanistic Versus Organic Organizations

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Functional Structure

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Divisional Structure

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Sample Matrix Structure

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Characteristics of a Learning Organization

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10 Characteristics of Organization Culture
1. Member identity 2. Group emphasis 3. People focus 4. Unit integration 5. Control 6. Risk tolerance 7. Reward criteria 8. Conflict tolerance 9. Means–end orientation 10. Open-systems focus
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C’s in Vogue
1. CEO – Chief Executive Officer 2. CFO – Chief Financial Officer 3. CIO – Chief Information Officer 4. CSO – Chief Security Officer 5. COO – Chief Operations Officer 6. CPO – Chief Planning Officer 7. CTO – Chief Technology Officer

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C’s in Vogue and Their Roles
Acronym
CEO CFO CTO COO CIO CPO CSO

Designation
Chief Executive Officer Chief Financial Officer Chief Technology Officer Chief Operations Officer Chief Information Officer Chief Production Officer Chief Security Officer

Perceived Role
Ultimate decision maker Budget controller Alliance maker Administration ruler Metrics gatherer Processes surgeon We live, but not by trust

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10 Flaws in Organizations
1. 2. 3. 4. 5. 6. 7. 8. 9. Narrow definition of Stakeholders Inability to manage “Emotions” Difficulty to Innovate Manager-Centric Thinking Leading from the Front Broken Relationships among leaders Inability to engage more than Investors Missing appreciation for Corporate Governance Limited Customization

10. Missing elements of “the Experience”
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10 Strategies to Fix the Flaws
• • • • • • • • •

Value Based Interoperable and Compliant Strategy Focused Self Governing No Command and Control Embrace Welfare and Development Empowerment over Control Process Centric Continuous over Sporadic
Profession | System | Pride Enduring Business Solutions

Value-Based Design

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Desirable C’s

• • • • • • • • • CVO – Chief Values Officer CLO – Chief [Learning | Talent] Officer CEO – Chief [Experience | Emotions] Officer CIO – Chief [Innovation | Interoperability] Officer CNO – Chief Network Officer [Network is Business] CSO – Chief [Safety | Quality] Officer CGO – Chief Governance Officer CCO – Chief [Capital | Culture | Customization | Communications] Officer CSTO – Chief Story Telling Officer CWO – Chief [Welfare | WOW!] Officer

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Desirable C’s and Their Roles
Acronym
CGO CAO CCO CQO COO CSO CTO

Designation
Chief Governance Officer Chief Accountability Officer Chief Communications Officer Chief Quality Officer Chief Organizing Officer Chief Safety Officer Chief Talent Officer

Perceived Role
Facilitates Empowerment Mentor for Directing Connector Advocate Collaborator Trust, Live, and Let Live Nurtures and Safeguards Talent

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The Bottom Line!

Well Organized entities committed to good values are stable and sustainable. Only such entities can create value as they have the right DNA to adapt to ever changing demands of the environment
– Chandu Sambasiva Rao

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