Successful organizations are evolving with new leadership positions that reflect how work is accomplished – Challenging the strictly hierarchical management structures of the past
More than just catch phrases, change management efforts and digital transformation are reshaping how we think about big business.
As technological capabilities give operations leadership a better handle on data and real time metrics, executives are finding themselves with broader roles that impact areas such as product development, retail oversite, sales & marketing, and more.
In his Forbes Technology Council article titled, “Organizing for the Future of Work,” writer Steven ZoBell points to the replacement of traditional roles like Chief Marketing Officer (CMO) with new positions like Chief Transformation Officer (CTO) and Chief Outcomes Officer (COO) as evidence of this corporate change phenomenon.
He posits that industry leaders are acknowledging that today’s work is often accomplished by a network of departments. Functions and activity that span across teams and enterprise departments require new skillsets to effectively manage – Now these changes are showing up in organizational charts.
Technology is driving change
Operations roles have become more prevalent in the change management conversation because the frontline of digital transformation is prevalent within their business units and departments.
ERP software such as IFS Applications™ are among the tools that are fueling increased connectivity and heightened visibility of key performance indicators (KPIs).
These technical developments have put ERP consultants, like RutterKey Solutions, LLC and other great IFS partners, right in the trenches improving data accuracy and promoting healthy enterprise-wide communication.
RutterKey developers and solution architects are able to create custom lobbies and digital, onscreen dashboards that can keep each role player fully informed of progress and performance. The more accurate the data, the more informed the decisions – Thus leading to better outcomes.
“The work we do is not about the activities we perform or even the tasks we accomplish, it’s about the outcomes we drive. And that’s why we engage in transformational initiatives: to drive new outcomes. Every person in an organization should be able to draw a line from their everyday work to the outcomes the company wants to drive,” writes ZoBell. “However, as pointed out in a recent Harvard Business Review article, if people lack the right mindset to change and the current organizational practices are flawed, then digital technology will simply magnify those flaws.”
Change Management Takeaways
ZoBell leaves corporate leaders with four focus points to manage change: