New Strategies Take New Skills
Boeing, the American aircraft manufacturing giant, recently announced that its chief strategy officer, Marc Allen, has decided to resign by the end of this year. The reports suggest that the decision is due to the U.S. aircraft manufacturer revamping its strategic division. Boeing CEO David Calhoun has clarified that the company will not look for an alternative for the position of chief strategy officer as of now.
It is important to note the remarks made by David. He explained that Boeing would withdraw its strategy and corporate development organization and instead encourage strategy teams to directly assist their respective business units. Calhoun stated that the teams provide critical counsel and insights, and he mentioned that they can have the most impact when working alongside those designing, building, and sustaining their products.
The role of a strategy head has always been under the dynamic process of evolution. Today, this change is happening in shut-eye time and is even more dynamic. IT, merely a facilitation infrastructure a few years ago, has now transformed into a cornerstone that facilitates strategy conveyance & executions, day-to-day operations, client engagements, and more. In the aftermath of this, it's high time CSOs adapt their strategy to match the hybrid work culture and coordinate with stakeholders without having them near. It brings enormous challenges. The curious case of cyber threats is a solid example.
However, CSOs will continue to be the silent productivity hackers and drivers of business transformation. Well, it also means that a modern-day CSO needs to know more than the business and processes. They need to have decisive acumen for technology and digital transformation. The traits like emotional intelligence and communication skills will guide them further forward in the success path.
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