Here we suggest the Executive Structure required for an
Enterprise based on DOTS.
The three fundamental parts of IT are split up and put under
the direction of an appropriate CxO. IT Operations goes under the control of
the COO, IT Support goes under the control of the CSO and IT Change goes under
the control of the CXO.
The CTO role would still exist but only have a dotted line
to orchestrate the different parts of IT, in the same way, that the COO has a
dotted line to orchestrate the parts of the business.
It is not anticipated than an Enterprise would implement
this, as-is. It is provided more as a suggestion to how an Enterprise may begin
to organise itself differently in response to the strategic drivers of the 21st
Century, namely Transformation and Support.
Bearing in mind the premise that the Pragmatic Operating
model for Enterprise Transformation (POET) is based on:
“How an Enterprise effects Transformation is becoming a
Strategic Strength or a Strategic Weakness, where massive business
opportunities can be gained or massive business problems will result.”
It is critical that someone is accountable for
Transformation at board level. A Chief Transformation Officer.
It is unfortunate that the CTO
acronym is already taken and so we use CXO (as distinct from CxO (which means
any Chief Officer).
Note that the CXO role is
distinct from the Ordinary Transformation Officer (OXO) role which is largely
concerned with Stock!
While whatever the role is ultimately called is largely
unimportant (Chief Change Officer, Chief Strategy Officer, etc) what is
important is that the role exists with an appropriate focus.
Just as there is a COO (because the Operation part of the
Enterprise is critical to its success), in the 21st century the same
is true for the CXO. There needs to be someone, at board/CxO level who is
accountable for this strategically important part of the Enterprise, and to
bang the boardroom table for resources to improve it.
If the CXO
role does not exist, who will champion the holistic and coherent increase in
maturity of Transformation?
Who might be best placed to move into the CXO role?
If you accept that the role is important and mandatory for
strategic success then the next obvious question is - who should you employ to
Whilst recruitment from outside the Enterprise is a
possibility, it is difficult because the role doesn’t really exist yet and
therefore there is no pool to choose from.
Recruitment to the post from inside the Enterprise is
possible from an interim and permanent point of view and from an expediency
point of view, may be the most Pragmatic
So, if you were to appoint the role to an existing employee,
who would that be?
You would probably want to choose someone who already spends
an appreciable amount of time involved in Enterprise Transformation at a senior
level, and since a large part of Transformation happening within Enterprises
today is IT related it might seem reasonable to ask the CIO to expand his remit
from just dealing with IT Transformation to dealing with Transformation as a
whole. To be accountable for the Entire Transformation domain - Transforming
the Methods, Artefacts, Culture and Environment used for Transformation not
just its IT (which is a sub part of the Technology domain, which is a sub part
of the Environment domain, which is a sub part of the Enterprise Transformation
The other important adjustment is to make this person
accountable not only for the running of Transformation but for its improvement.
This is a very very important point. Most CIO’s today do not have that remit in
their current role (or if they do, are rarely provided with the resources to do
so) and therefore the move from CIO to CXO is not only a change from an IT
focus to a Transformation focus, but also a change from one that is only
accountable for running Transformation to one that also includes its
improvement - The Transformation of Transformation. This will require the CXO
to relinquish accountability for IT Operations and IT Support to someone else.
The COO has someone he can call on who is accountable for
transforming Operations - the CXO, but the CXO has no one to call on who is
accountable for transforming Transformation except himself, and he can only do
that if he is given an explicit remit and mandate from the CEO to do so.
Do you have a CXO?
Who in your Enterprise will
drive the holistic and coherent improvement of how Transformation is
Who in your Enterprise will
bang the boardroom table to resources to improve how Transformation is
Who in your Enterprise would
be best placed to move into that role?
Are Transformation and Support
represented at the CxO level in your Enterprise?
If not, does this cause any
What are the impact of these
What needs to happen to
alleviate these problems?