Yesterday Stefano Gatti mentioned Part 1 of this article in his beautiful newsletter The Culture of the Data. I thought it was finally time to release Part 2 of the research on augmented leadership.
If you want to catch up with Part 1 you can do so at this link. I have collected roles that are already starting to appear in some companies:
- Chief AI Officer
- Chief Strategy Officer
- Chief Learning Officer
- Chief Community Officer
Now is the time to go further. Toward those roles that are now performed on an interim basis by those in the company who are able to see the future before others and who, for that, will be rewarded.
Chief Platform Officer (CPlO)
A platform is a digital infrastructure that allows different actors to interact with each other. It can be used for a variety of purposes, such as communication, sharing information, or selling products and services.
Please note, a platform is not a marketplace. The main difference between a platform and a marketplace is that a platform can be used for any purpose, while a marketplace is specifically designed for selling products and services. Moreover, the marketplace is only one of the functions of the platform. A famous and well-documented example of a platform-organized business is Haier, where the various internal divisions are self-contained micro-enterprises. A platform amplifies the magnitude with which an organization expands its growth far beyond its business model and achieves new economies of scale.
The Chief Platform Officer (CPlO) leads an organization’s transition to a platform mindset where all products and services work synergistically.
The CPO is responsible for the development and implementation of strategies that leverage the benefits of digitization and platformization (does that word even exist?), including the creation of new business opportunities, optimization of operations and increased competitiveness.
The CPO works closely with the Chief Technology Officer (CTO) to leverage emerging technologies and implement platform solutions, with the Chief Data Officer (CDO) to ensure effective use of data, and with the CEO and board of directors to align investments with the company’s overall strategy.
3 KPIs to measure its impact
Indicator name: Platform Ecosystem Growth.
Formula for calculation: (Number of ecosystem partners/participants at the end of the period – Number of partners/participants at the beginning of the period) / Number of partners/participants at the beginning of the period
Typical Measurement Frequency: Quarterly
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Indicator Name: Cross Selling Rate
Formula for calculation: Number of customers who purchase more than one product or service on the platform / Total number of customers
Typical measurement frequency: Monthly or quarterly
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Indicator name: Time to Market for New Platform Features.
Formula for calculation: Average time required to develop and launch a new feature on the platform
Typical measurement frequency: For each feature release
Chief Decentralization Officer (CDeO)
The Chief Decentralization Officer is an emerging role in the C-Levels, particularly relevant in technology companies or those pursuing strategies to decentralize processes and resources. This role is becoming increasingly important within organizations seeking to adapt to the changes brought about by blockchain technology, cryptocurrencies, and the distribution of IT resources.
The CDeO leads the company’s decentralization strategy, focusing on the adoption of technologies such as blockchain to streamline processes, increase transparency and reduce centralized decision-making. This figure works to integrate decentralized systems into business operations, promoting efficiency, departmental autonomy and organizational resilience.
The CDeO will work closely with the Chief Information Officer (CIO) and Chief Technology Officer (CTO) to implement advanced technology solutions. He or she will also work with the Chief Financial Officer (CFO) to oversee the financial aspects of decentralization initiatives and with the Chief Operations Officer (COO) to ensure that business operations are aligned with the decentralization strategy.
3 KPIs to measure its impact
Indicator name: Decentralization Adoption Rate.
Formula for calculation: Number of departments or processes using decentralized technologies / Total number of departments/processes
Typical Measurement Frequency: Quarterly
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Indicator name: Operating Cost Reduction
Formula for calculation: (Pre-decentralization operating costs – Post-decentralization operating costs) / Pre-decentralization operating costs
Typical Frequency of Measurement: Annual
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Indicator Name: Operational Resilience
Formula for calculation: Time to restore operations after failure/disruption
Typical measurement frequency: Per event
Chief Disruption Officer (CDiO)
The Chief Disruption Officer is a strategic role in companies that seek to break traditional patterns and constantly innovate. The CDiO is charged with identifying, promoting and managing transformational changes within the company, often challenging the status quo and introducing new ways of thinking and working.
The CDiO is also responsible for protecting its products from disruption, which does not simply mean doing innovative things, it means synchronizing its products with market behavior, anticipating it, often by decades. For a better understanding of the concept of disruption I point you to the note №46 Disruption, Explained Simple.
The CDiO focuses on identifying opportunities to break established norms of consumption and distribution by experimenting with new business models, emerging technologies, or innovative strategies. This role involves not only identifying but also implementing these innovations in ways that positively transform the organization.
The CDiO works closely with the CEO to align disruption initiatives with the company’s overall vision. He also collaborates with the CTO and CIO to leverage cutting-edge technologies, with the CFO to ensure that disruption initiatives are financially sustainable, and with the Chief Marketing Officer (CMO) to effectively communicate innovations to the market.
3 KPIs to measure its impact
Indicator name: ROI of Disruption Initiatives.
Formula for calculation: (Financial return from disruption initiatives – Cost of disruption initiatives) / Cost of disruption initiatives
Typical Frequency of Measurement: Annual
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Indicator name: Market Impact
Formula for calculation: Change in market share or brand recognition post-disruption
Typical Frequency of Measurement: Annual
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Indicator name: Level of External Engagement
Formula for calculation: Measurement of customer or user engagement with new initiatives (e.g., social media interactions, reviews, etc.).
Typical Frequency of Measurement: Continuous
Chief Optimization Officer (COpO)
The Chief Optimization Officer is a particularly relevant figure in organizations that seek to maximize the efficiency and effectiveness of their processes and resources. This role is focused on the continuous optimization of business operations through innovation, the use of new technologies, and data analysis.
Companies often confuse innovation with optimization and risk dangerously not devoting sufficient resources to either. In addition, it is important to dispel the myth that to grow, one must necessarily innovate; on the contrary, it is often necessary to avoid doing so until teams are equipped with the proper resources and culture to manage initiatives and high risk of failure.
The COpO is responsible for identifying and implementing strategies to improve business operations, reduce costs, increase productivity, and ensure sustainability. This role requires a thorough understanding of business processes, emerging technologies such as Artificial Intelligence (AI) and data analytics, and a strong ability to collaborate across the organization.
The COpO will work closely with the Chief Operating Officer (COO) and Chief Technology Officer (CTO) to implement technology solutions that support the optimization of production processes, with the Chief Financial Officer (CFO) to monitor the financial impact of optimization initiatives, and with department heads to ensure that operations are efficient and aligned with business objectives.
3 KPIs to measure its impact
Indicator name: Operating Cost Reduction
Formula for calculation: (Pre-optimization operating costs – Post-optimization operating costs) / Pre-optimization operating costs
Typical Frequency of Measurement: Annual
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Indicator name: Increased Productivity
Formula for calculation: (Total post-optimization output / Total number of hours worked) / (Total pre-optimization output / Total number of hours worked)
Typical Measurement Frequency: Quarterly
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Indicator name: Rate of Errors, Repairs or Rework.
Formula for calculation: Number of errors or post-optimization repair requests/Total number of operations orproductsTypical measurement frequency: Monthly
Updates on The Backstage
We decided to organize a series of physical events around Italy to unite the community and work together. All the info at strtgy.design/backstage
What’s Backstage. All the tools of Make Progress with OKRs told through case studies and internal documents. You will learn how so many companies are making tremendous progress toward their strategic goals and how they are accelerating the speed of growth and the pace ofinnovation.
Why is it important? You and your team deserve a grand strategy capable of connecting ambitions with measurable tangible results. Order and focus, cohesion and collaboration. You deserve to create progress.
In which cities? We are organizing dates in Florence, Milan, Ancona and Rome. But we would like to organize one in every city in Italy! So keep an eye on the page and if you would like to help us bring STRTGY to your city please let us know through this form.
NB: Some cities do not yet have a confirmed location because as I write we are trying to close deals. Purchasing the Pass in advance will give us an early understanding of the size of the event. Thank you for your support!
How is the event organized? In three parts. First I will speak by telling the behind-the-scenes story of the OKR programs I have personally guided and how to best use all the tools. Then a case study directly from the voice of those who have already implemented them. Afterwards, if you wish, you can stay for dinner with the community, explore what you care about and extend your network.
What is included in the Pass? Access to the event, download of the OKR Toolkit and its perpetual update, video training to fill out the Strategy Focus Onepager, dinner with the community.
I still have a lot of things to tell you
and I would like to send you the next email right away,
but I won’t do it without your permission.
🌑 If you authorize me, please click here, you will be able to enter Backstage from a restricted access.
Last Minute for The Growth Machine Workshop
Today will be the last The Growth Machine Workshop of 2023, and I thought you might like to have a 30% off pass. Stop by here and use code GM30 at checkout.
Where and when? Today, December 4, on Zoom, from 12:00 to 1:30 pm. Then (maybe) from January.
How does it work? The workshop is organized in two parts, the first, shorter part, in which we equip ourselves with the basic concepts to work well in the second, longer and more interactive part. You will enter Miro, have a board dedicated to your company, and build your own growth mechanics.
What do you bring home? One of the most effective and long-lived strategy tools. Finally, you can easily and unambiguously communicate strategy to your teams. Precise directions on how to align resources and projects. How to continue independently with the next steps in the system MAKE PROGRESS.
Why participate? 90 minutes of intense, guided work can save months of strategic confusion, misalignment, and project delays. In addition, the Growth Machine represents the persistent model of the company. What it means. When designed well, it lasts a lifetime and enables growth while protecting the core business and innovating at higher speeds.
