A key source of competitive advantage for digital disruptors is their ability to effectively apply Agile ways of working to deliver increasingly responsive, personalised marketing offerings. Such success has triggered a wide debate about the suitability of the “traditional C-suite” to strategically lead and shape these new forms of organisational capability.
This can be evidenced by the emerging significance of the Chief Digital Officer (CDO) as a key leadership role, the proposed re-invention of an organisation’s lead technologist as a Chief Internet of Things (IoT) Officer or even formally embedding continuous improvement in C-suite by hiring a Chief Process and Innovation Officer.
Although the maturity of these roles varies considerably (most large organisations in North America are expected to have a CDO in place within the next five years for example); they all share the same concept of C-suite defining and owning integrated capabilities that directly serve customers – something arguably not possible using its conventional functional silo structure of Finance, Marketing, Operations, HR etc.
This notion of the “Product Owner C-suite” is reflective of the disruptor’s approach to market; the use of Agile to remove barriers between senior management and sources of competitive advantage.
So what are the potential benefits of a Product Owner C-suite for an organisation? Here are some ideas…
Improved customer experience: By focusing C-suite accountability and responsibility directly on the performance and innovation of front-end products and services; frontline employees should be empowered to deliver a consistent, quality service to all customers.
Enhanced innovation/balanced risk: An iterative approach to continuous improvement, based on the rapid sharing of customer feedback between strategy and delivery teams, can enable these organisational stakeholders to adopt a more collaborative open approach to innovation strengthened by a balanced, informed appetite for shared risk.
Increased asset liquidity: Because a C-suite Product Owner has clearly defined ownership of an organisation’s resources and capabilities; he or she can make timely decisions about how these assets should be provisioned and managed – strategic decisions to procure or sell assets can potentially be made at tactical speed to drive cost optimisation.
Unique organisational learning: Although it would need to be sensitively managed; C-suite’s ability to use feedback and insights gained from applying the Agile approach “fail fast, fail often” to inform its decision making and delivery could be a source of considerable competitive advantage – a context specific, people-led learning process that competitors can’t directly imitate.
Integrated employee advocacy: C-suite can use the Product Owner role as a platform to positively promote its on-going commitment and passion to its organisation’s brand daily using marketing and social media channels. Not only does this form of top-down employee advocacy drive customer engagement, it can also intrinsically motivate employee performance.
If you would like more information about how Agile Transformation can benefit your organisation please contact the Sopra Steria Digital Practice.