Trend 2: Business Transformation Roles and Empowerment in Digital Enterprises
In my previous blog, I identified innovation with agility and speed as the first key trend for 2014. The second trend amplifies this requirement. For innovation to yield concrete results, the adaptive enterprise needs to empower its human capital to innovate by revising existing organizational roles and creating new roles and cultures.
One of the most exciting parts of my job is visiting various enterprises that have embarked on a transformational digitization journey. These organizations have started creating new roles in the overall arena of BPM, digitization and customer experience transformation. One of the coolest transformational titles for digital enterprises is “Chief Futurist” – e.g. the Cisco Chief Futurist, David Evans. Other titles include “VP of Business Transformation” and even “Chief Transformational Officer.” As organizations become transformational, the emergence and empowerment of the roles (new or additional digitization transformation roles assumed by more traditional titles) become critical.
In 2014 we will see more digital enterprise process-centric and customer-centric roles with increased collaboration between data owners and process owners. Here’s how some key roles are evolving:
- Chief Digitization Officer: This emerging role is responsible for the transformation of the enterprise using modern digital trends, especially mobile, social and the cloud, but also increasingly the Internet of Everything, which we will discuss in Trend 4. This role is critical for digital enterprises.
- Process Owners: This may be the most important role for end-to-end process innovation across the enterprise. An essential element in transformation is to evolve from siloed departmental workflows and solutions to processes that span teams, departments, business units and even extended supply or value chains. Process owners must be empowered to design and implement process innovation from end-to-end so that the total activity is transformed.
- Chief Process Officer (CPO): This role is critical to coordinate the various process owners. CIOs and line-of-business leaders often assume or evolve into this role, becoming the owner of the overall process efficiency initiative within the enterprise. The CPO spearheads process improvement and Process Competency Centers/Centers of Excellence, as well as execution of cross-departmental solutions by the process owners.
- Chief Customer Officer (CCO): The CCO owns and focuses on the lifetime value of customers. The CCO uses process innovation to support this “big picture” of the customer by designing solutions and processes that address both the comprehensive and optimized customer experience across the enterprise.
- Data Owners: Data and process are two sides of the same coin. Data owners can no longer manage data in isolation, especially when it comes to big data, which is becoming an important part of process innovation. This means that Master Data Management, which focuses on governance and consistency of data used across many applications, needs to cross many lines ranging from teams to departments and business units.
- Analysts and Data Scientists: Data scientists and analysts are the experts in the tools and methodologies needed to discover predictive models from all types of data including transactional, process, big data, text and unstructured data. These predictive models are crucial to innovation as they provide the insight needed to optimize processes.
- Chief Transformation Officer/Chief Innovation Officer: These emerging roles are specifically focused on how to embed a culture of innovation across digital enterprise and transformation. A key characteristic of these transformational roles is the empowerment of the business in owning and implementing change.