Tim Robson, a Global Managing Partner at HIEC, addresses the future of C-suite in his most recent article for HR Daily Advisor.
The makeup of the C-suite continues to change, redefining roles based on new organizational structures and company and market expectations, as well as demanding a wider breadth of skills to succeed in today’s business world.
In 2014, Deloitte wrote that the modern C-suite has undergone three distinct eras of structural change, beginning with a “command and control,” generalist approach to management in the 1920s and having shifted in the last couple of decades to a “divide and conquer,” functional specialist model, wherein members of the executive team manage a specific function of the organization for which they have some knowledge and considerable experience.
With the abundance of executive specialists, it can be difficult to operate together and with a broad enough vision when functional objectives, biases, and resources have different agendas and approaches.
Today, in what Deloitte calls “C-suite 3.0,” leadership must strike a balance between the needs of the two former management models, which calls for “alignment and coherence” in order to keep up with a globalized, shifting business landscape and to do so in a logical, unified manner companywide.
Most market commentators, as well as former and existing C-suite members, can agree on one thing: In the digital age, the speed that organizations and operating models need to transform increases drastically year over year—arguably, as quickly as every 18 months. How, then, have C-suites been adapting to this rapidly changing environment, and what is next in its perpetual evolution?
Read the full article at: HRdailyadvisor.com
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