C-Suite Blind Spot – CIO – CISO - CHRO Collaboration in a Remote & Hybrid World Value & Challenges

Blind Spot

The increased frequency of cyber security threats, the hybrid workplace, commentaries around diversity, employee wellbeing and mental health. Changing technological requirements, redefining roles and responsibilities, determining and adjusting for human capital needs are all topics currently circulating in the C-Suite. These hot topics are not only critical, they are also core to business success for corporations. These critical topics all fall within the purview of CIOs, CISOs and CHROs.

It is a reality that corporations are having to function in an ever changing and evolving pandemic landscape with an unpredictable timeline. This is forcing business and business structures to adapt quickly, evolve rapidly and develop new approaches to optimize productivity. Can a combined effort among the CIO, CISO and CHRO be favorable to increase optimization in the current corporate environment? How can the C-Suite benefit from such a collaboration?

Illumination

The Gartner 2019 CEO Survey showed that based on CEO talent and data needs, it’s time for CIO’s and CHRO’s to combine efforts to form an alliance and collectively drive corporate talent management efforts. Additionally, in the pre-pandemic 23rd PwC 2020 Global CEO Survey, CEO’s identified cyber threats and the availability of key skills as two of the top 6 concerns held, behind economic uncertainty and trade conflicts.

The combined findings of both CEO surveys and unexpected needs created by the pandemic demonstrates that collaboration between these teams is strategically vital to companies as they navigate this changing landscape.

Successful collaboration of this C-Suite trio that have traditionally operated in silos rests both with the CEO’s ability to foster engagement among them and their ability to find cohesiveness in pursuing a common goal through:

· Prioritizing objectives and operating under a single playbook

· Maintaining frequent and transparent communication

· Developing a team dynamic that is accountable, flexible, empathetic and respectful

· Being accountable and championing departmental initiatives to achieve organizational objectives

Most of my accomplishments have been win or lose situations. For me, second place was not an option. My key to success was to assemble a diverse team of specialized individuals who were experts in their fields. Together, we were able to develop strategies that helped me to identity, address and eliminate my “blind spots”. Executives may want to approach their blind spots similarly.

When winning or losing are the only two choices, build a team and choose to win.

C-Suite Blind Spot – Hybrid Modeling – The Centering of the CHRO in the C-Suite

Blind Spot

Outside the role of CIO, the CHRO would appear to be the second most evolutionary and transitional position in corporate senior management in these unprecedented times. The C-Suite have had to navigate an abnormally challenging management environment over the past few months. All have had to cope with unprecedented uncertainty, shifting demands, workplace disruptions and function, in many instances, in a survive or thrive environment.

Central to the success of this evolving workplace are Senior Human Resource executives. Determining areas of focus for recruitment, development, and management of an effective and efficient hybrid workforce, enhancing corporate wellness, diversity and inclusion. While not primarily responsible for the functional activities of any of those business areas, the Human Resources role support the very foundational success of each. Successful implementation of each of these building blocks are pivotal to the success of every organization.

Will CHRO’s develop into a strategic partnership role for CEO’s? Will CHRO’s become a core element in long and short-term corporate strategy development? If so, how and what will their focus be?

Illumination

Human Resources, which has traditionally been thought of as a support function, now has the opportunity and responsibility to evolve into a core strategic position within the organization. Shaping a productive and safe work environment while attracting and retaining the “needed” human capital to fill skill gaps are core to the corporate hybrid workplace. In fact, a recent Gartner Survey found 70% of CEO’s expect CHRO’s to be a key player in enterprise strategy. McKinsey & Company states that now more than ever before CHRO’s are central to how companies are reimagining their practices to build organizational resilience and drive value.

CHRO’s are now able to become more actively engaged in reshaping their corporations with less resistance to change than ever before.

Some areas for impactful change include:

· Evaluating and redefining roles at all levels

· Collaborating with CIO’s to effectively use data to support business strategy

· Championing cultural transformation within the organization

Most of my accomplishments have been win or lose situations. For me, second place was not an option. My key to success was to assemble a diverse team of specialized individuals who were experts in their fields. Together, we were able to develop strategies that helped me to identity, address and eliminate my “blind spots”. Executives may want to approach their blind spots similarly. When winning or losing are the only two choices, build a team and choose to win.

C-Suite Blind Spot – Hybrid Evolution – The C-Suite’s Need to embrace IT & the Transformational CIO

Blind Spot

Natural organizational evolution, unprecedented tech needs created by a pandemic and the progression of the 4th industrial revolution would appear to substantiate the need for the C-Suite to embrace senior technology executives in corporate strategy development.

Data and analytics, cyber security, remote and hybrid workforces, artificial intelligence, robotics, cloud technology, evolving customer interfaces and experience, down to basic employee connectivity. Can corporations’ planning survive and thrive without transformational CIOs? Should the C-Suite be solely tasked with the expertise needed to effectively consider the impact of all? Can the C-Suite single handedly cope with the feverish pace at which technology is changing? Do short and long-term transformational strategy development require that experts in technology be invited to the boardroom?

Illumination

Technology is quickly evolving and in many cases driving business operations, revenue generation and ensuring security. All of which have a major impact on future success of every corporation. High performing organizations are embracing technology and digital innovation and using it as a competitive advantage. As such, CIOs are evolving into the uncharted position of need and undisputed relevance.

In fact, according to Deloitte’s 2020 Global Technology Leadership Study, corporate directors of high-performing organizations have a strong and positive relationship with their CIOs.

As McKinsey & Company describes them, the much needed sought after transformational CIOs have the following five traits.

1. Business Strategy: Developed business acumen - understanding the business inside and out

2. Change Agent: Reimagining the role of technology, reinventing technology delivery and future-proofing the foundation

3. Talent Scout: Recruit and retain top new people (external and internal)

4. Culture Revolutionary: Develop a culture that support your new talent

5. Tech Translator: The best CIO’s have the ability to educate leaders about technology and their applications for the business

High performance CEOs and corporate boards have an opportunity to utilize technology as a foundational part of corporate strategic moving forward. This can be accomplished if efforts are made to identify, engage, and retain the right tech champion for their team. This will present the opportunity for CEOs to gain much needed support and CIOs to be elevated to more strategic positions. CIOs that are chosen to engage in the process and be in the board room are the new breed of “transformational CIOs”.

Most of my accomplishments have been win or lose situations. For me, second place was not an option. My key to success was to assemble a diverse team of specialized individuals who were experts in their fields. Together, we were able to develop strategies that helped me to identity, address and eliminate my “blind spots”. Executives may want to approach their blind spots similarly. When winning or losing are the only two choices, build a team and choose to win.