Why your company needs a CCO (Guest Commentary)

‘Secret weapon’ a competitive advantage
By John Abele and Jane Stevenson
|Canadian HR Reporter|Last Updated: 10/06/2009

The world of business changes fast and companies must regularly change organizational foci and designs to adapt. The 1980s and 1990s saw a rise in operational efficiency and cost containment, giving rise to such management tools as Six Sigma, lean and strategic sourcing.

The 2002 Sarbanes-Oxley Act brought on a new era of fiduciary control. More recently, the markets and, as a result, CEOs have turned their focus to growth. But truly sustainable top- and bottom-line growth can only come through integrated, customer-centric and market-facing business strategy and execution. The integration begins with a structured, informed approach to innovation, continues with the development of value-creating offerings and, ultimately, ensures value delivery through superior commercialization skills.

One of the toughest challenges in building a sustainable growth platform is making sure all the working parts work together harmoniously and synergistically. Few organizations inherently have the incentives, processes or, most importantly, the leadership to harness the full power of internal assets and drive sustained commercial success. As result, too many great ideas fail to translate into success, succumbing to organizational inertia, functional silos or a lack of executive attention.