introducing the coo
Post on 21-Oct-2014
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Introducing the COO - often overlooked as a key to opening the C-suite door.TRANSCRIPT
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Part of a series taking a closer look at enterprise organisations
THE COO
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Sometimes it seems
the only person
marketers want to talk to is
the CEO…
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But there’s
a whole lot more
to enterprise organisations.
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Introducing
the COO…
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CONTENTS
What else might I be
called?Who am I? What do I do?
What’s my typical background?
Who is my boss and who do I manage?
The world I live in
What are my objectives?A day in the life of the COOHow do my peers see me? And how do I see
them?Who’s targeting me (and who should be)?
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WHAT ELSE MIGHT I BE CALLED?
Typical names for this job function include:
• Chief Operations Officer• Deputy CEO• Operations Director
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WHO AM I? WHAT DO I DO?
Who am I?• I’m the CEO’s problem-solver• I’m very detail-orientated• I get enterprise cost management• My focus is the internal mechanics of my
organisation • I have a small team • I own the company’s business model and
vision• And I’m responsible for policing it
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WHO AM I? WHAT DO I DO?
What do I do?• My focus is internal daily operations• I optimise operations performance • I’m in charge of effective risk management• I instigate transformational and change
management projects • I often do this across the whole business• I own the output of our annual planning
sessions
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WHAT’S MY TYPICAL BACKGROUND?
• I’m well-educated 54% of COOs have a masters or higher qualification (source: EY)
• I could have come from a wide range of backgrounds
such as Finance Director or Operations Director
• I tend to be very senior 66% of COOs are on the executive committee or board (source: EY)
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WHO IS MY BOSS AND WHO DO I MANAGE?
COO CFO CIO CMO HR Director
CEO
Operations Director
Transformation Director
COO
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WHO’S TARGETING ME?
No-one!
Which is surprising, given how
important they are...
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THE WORLD I LIVE IN: NOT MUCH FOCUS FROM SUPPLIERS
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THE WORLD I LIVE IN: MAYBE THAT’S STARTING TO CHANGE…
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THE WORLD I LIVE IN
I like…• Models• Processes• Keeping on track • Keeping on budget • Good Program Directors• Communication
I don’t like…• Surprises • Excuses • Delays • Overspend
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WHAT ARE MY OBJECTIVES?
• Managing programme-specific objectives for delivery • Setting key metrics for the business and ensuring
they are met • Ensuring new systems are implemented seamlessly
across the organisation, run to schedule and are within budget.
• Reducing average lead time to delivery • Realising cost savings • Increasing efficiency in operations • Discovering and supporting growth opportunities for
the organisation
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WHAT ARE MY OBJECTIVES?
I want to:• Reduce operational costs by 10%• Reduce lead time to delivery by 5%• Grow revenue from department X by 5%• Implement performance management
programme for operations department• Enhance internal programme/ process delivery
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HOW DO MY PEERS SEE ME?
Responsible for nothing
Up for change
Excellent understanding
of the underlying
model
A resource to be utilised
Fell 1 x step short of being
the CEO
Interfering
Jack of all trades, master of non
Nice balance between vision and detail
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A DAY IN THE LIFE OF THE COO
Reviews with HR, CFO, CIO
Planning and modelling company targets and how to achieve them
Budget review
Project progress review
Defining new models for change programmes
Departmental planning MeetingOperations staff training and development plan
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WHO ARE WE AND WHY DO WE CARE?
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ABOUT THE MARKETING PRACTICE
With over 90 people and 10 years’ growth we are 100% B2B-focused and one of the UK’s top 10 B2B agencies
We integrate all the skills you need under one roof to plan and manage end-to-end programmes across EMEA (data, inside sales, creative, content, digital …)
And we focus on working with a few select clients to deliver results and prove ROI
We live and breathe enterprise demand generation
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TO TAKE A ONE-MINUTE TOUR OF THE MARKETING PRACTICE, VISIT:www.themarketingpractice.com/the-agency