Hey, happy Monday!

About a month ago, I presented an interesting hypothesis: what if it is the leadership that should fear artificial intelligence more than the workers themselves?

New technologies, such as AI, can often inspire fear, but history shows that rather than eliminating jobs, they tend to expand the number of them as a result of the resulting increase in productivity.

Take automatic teller machines, or ATMs, for example. By reducing operating costs, this technology has enabled many more bank branches to open, thus creating new job opportunities.

Similarly, the introduction of robots into industry has raised the productivity and competitiveness of companies, promoting economic growth and generating new roles in fields such as maintenance, programming and robotic engineering.

Studies conducted atYale University, the Bank of Korea and MIT have shown that increased use of robots can actually lead to an increase in jobs.

Think of Japan and South Korea, where a high density of robots has not generated high unemployment rates. On the contrary, for every robot unit added, employment tends to increase. In Korea, robots have simply reallocated jobs among different sectors. In Finland, the adoption of advanced technologies has led to increased hiring.

The impact of artificial intelligence is compared to the impact the Internet has had on the way we live and work. Therefore, the key question is not “if” but “when” your company will integrate AI into its operating model.

The strategic challenge is to manage and orchestrate change, resolving the tension between how the company creates value today and how it will need to do so in the future. It is critical that business leaders are prepared to lead this transformation process.

I feel a responsibility to shift the conversation from those who will suffer the consequences to those who will make the decisions to initiate this change: are leaders ready?

Research indicates that AI can be a great growth opportunity for companies, but the new way of working requires necessary reconfiguration.

I wrote this note with CEOs and leaders in mind who are upgrading their teams.

But also with a heart toward those who will decide to step forward to accept new challenges by building a role that before today did not even have a name.

I would like to discuss with you 8 roles that emerge as crucial in this new labor landscape.

Today I will present four that you may be familiar with but need to evolve.

Coming soon, we will explore the other 4, the result of my latest field observations.

For each of these roles, I will provide 3 KPIs to measure their impact on the business.

It supports my work

If what you read will ignite a spark

• Take a screenshot and post it on LinkedIn tagging my name, Antonio Civita, or STRTGY and remember to follow both.
• Join The Drumbeat, the official Telegram channel of STRTGY and continue the conversation there with 300+ other professionals
• Reply to this email and let me know what you think – I read all emails and always reply.

ALWAYS MAKE PROGRESS ⤴

– Antonio

The C-Suite of the Future

Chief AI Officer

This figure is responsible for implementing and integrating technologies using Artificial Intelligence (AI) throughout the company and ensuring that it is keeping pace with new technological breakthroughs.

The work of the chief AI officer has two main purposes. The first is to create a plan for how the company will use AI. This means he has to think about how AI can help the company achieve its goals. It must think about how AI can improve products or services or how it can make them more efficient. This plan must be well thought out and well executed, because AI can do many things, but it must be used in the right way so that it does not remain a mere exercise in style.

The second part of the Chief AI Officer’s job is to use AI to help in the development of the company’s strategic plan. AI can help look at a lot of data and find patterns that a person might not see. It can help the company better understand the market, its customers and competitors and make more informed decisions.

The Chief AI Officer works closely with the Chief Information Officer (CIO) to ensure that the technology infrastructure is capable of supporting AI initiatives, the Chief Data Officer (CDO) to ensure that the necessary data are available and managed effectively, and the Chief Executive Officer (CEO) to define the strategic vision for AI within the organization.

3 KPIs to measure its impact

Indicator name: Adoption of AI.

Formula for calculation: Number of AI projects implemented / Total number of projects

Typical frequency of measurement: This KPI can be measured on a quarterly or annual basis, depending on the speed of project implementation within the organization.

—

Indicator name: ROI of investment in AI.

Formula for calculation: (Total economic benefits from AI solutions – Total cost of implementing AI solutions) / Total cost of implementing AI solutions

Typical frequency of measurement: ROI is often calculated on an annual basis, but may be monitored more frequently for large projects or significant investments.

—

Indicator name: AI-based innovation

Formula for calculation: Number of new AI-based solutions or products launched in the last period / Total number of new products or solutions launched

Typical measurement frequency: This KPI can be measured on a semi-annual or annual basis, depending on the frequency of new product or service launches.

—

Chief Strategy Officer

Artificial Intelligence (AI) is changing the way the CSO does his job, which is why I have included him right after the Chief AI Officer with whom he will work closely.

Its job is to think about the future of the company: how to grow, how to deal with problems that might arise, and how to get everyone in the company working toward the same goals. AI can help the CSO look at a lot of information, find patterns, and predict what will happen in the future by simulating scenarios at a speed previously unthinkable.

The CSO works closely with the Chief Executive Officer (CEO) to define the company’s vision and priorities. He also works with the Chief Financial Officer (CFO) to ensure that strategies are economically feasible and aligned with financial goals, and with the Chief Marketing Officer (CMO) to ensure that marketing strategies are in sync with the overall strategic direction.

3 KPIs to measure its impact

Indicator name: Revenue Growth

Formula for calculation: (Revenue at end of period – Revenue at beginning of period) / Revenue at beginning of period

Typical frequency of measurement: This KPI is often calculated quarterly or annually.

—

Indicator name: ROI of Strategic Initiatives.

Formula for calculation: (Financial return of strategic initiatives – Cost of strategic initiatives) / Cost of strategic initiatives

Typical frequency of measurement: This KPI is usually measured annually or at the end of each strategic initiative.

—

Indicator name: Percentage of Strategic Projects Completed on Time.

Formula for calculation: Number of strategic projects completed on time / Total number of strategic projects

Typical frequency of measurement: This KPI can be calculated at the end of each strategic project or on a quarterly/annual basis, depending on the typical project duration.

—

Chief Learning Officer

The Chief Learning Officer (CLO) is a key figure responsible for creating and managing training and development initiatives within an organization.

The CLO must think about how to help people in the company learn new things.

It can do this by creating training programs, courses or workshops. It must find new ways to help people learn while they work and at the same time help people grow by developing new skills or improving those they already have.

AI will be able to provide accurate guidance on talent development needs in each business area in relation to strategy and measured performance.

In addition, when properly integrated into business processes, AI increases the ability to generate experiments and learn from successes and failures. The CLO will not only have to bring training from the outside into the company, but an even more decisive role will be to capitalize on the learnings that all teams will make through the use of new technologies. It may mean finding ways to distribute knowledge and evolve the entire company, change work processes or the structure of the company itself.

This role works closely with a range of figures within the organization. They work closely with the Chief Human Resources Officer (CHRO) to integrate training initiatives with overall HR strategies, with department managers to understand specific training needs, and with the Chief Technology Officer (CTO) to effectively implement training technologies.

3 KPIs to measure its impact

Indicator name: Training Participation Rate.

Formula for calculation: Number of employees attending training courses / Total number of employees

Typical measurement frequency: This KPI can be measured monthly or quarterly.

—

Name of indicator: Employee Retention Rate after training

Formula for calculation: Number of employees who remain in the organization for at least one year after the training / Total number of training participants

Typical frequency of measurement: This KPI is usually measured annually.

—

Indicator name: Time for Competence

Formula for calculation: Average time required for employees to reach a predefined skill level after training

Typical frequency of measurement: This KPI can be measured after each training course or on an annual basis.

—

Chief Community Officer

This person is responsible for building and managing relationships with people and groups that are important to the company. This may include customers, employees, and partners. The CCO wants these people to feel that they are listened to, valued, and participate in the value creation process.

AI can help the CCO understand what topics are important to different segments, or what kind of messages are most effective in engaging them. It can also help communicate more effectively and empathetically-which it has amply demonstrated it can do. For example, by creating customized messages that are tailored to each person’s needs, interests, personality, and habits.

In a future where the rules of marketing will be challenged due to new ways of interacting with content (SEO vs. Chat) and the steady and inexorable increase in advertising costs, having a community can help a company build stronger relationships not only in terms of sales but in terms of contributing to the company’s mission.

The CCO collaborates with various members of the executive team, including the Chief Marketing Officer (CMO) to ensure alignment between community and marketing initiatives, the Chief Customer Officer (CCO) to improve the customer experience, and the CEO to ensure that the community’s vision is aligned with that of the company.

3 KPIs to measure its impact

Indicator name: Community Growth

Formula for calculation: (Number of community members at the end of the period – Number of members at the beginning of the period) / Number of members at the beginning of the period

Typical measurement frequency: Monthly or quarterly

—

Indicator name: Community conversion rate

Formula for calculation: Number of community members completing a desired action (e.g., purchasing a product, registering for an event, etc.) / Total number of community members

Typical measurement frequency: Monthly or quarterly

—

Indicator name: Community Member Value.

Formula for calculation: Total value generated by community members (sales, referrals, etc.) / Total number of community members

Typical Frequency of Measurement: Annual

—