The X in CXO is now more fluid than ever, whether you’re a COO, CFO or CMO. Bridging functions and technologies is a new kind of collaboration enabler: the intersector. One who looks beyond departmental walls to what the enterprise needs. To see how the collective wealth of tools, techniques and talent can help continuously sense, respond and evolve.
The many faces of the intersector came to light at Confluence with Mohit Joshi, President at Infosys in conversation with Thomas E. Taris, Vice President, Global Servicing Group - Manufacturing & Automation, American Express; Sandra Andrews, CMO, Microsoft Retail Stores; and Donald Allan Jr., Executive VP and CFO, Stanley Black & Decker, Inc.
Key Takeaways
The CFO as chief transformation officer
From greenlighting to piloting: that’s the shift that CFOs are uniquely positioned to make. As someone who sits on a wealth of data and a thread that strings together every function, the CFO can alter the pace and cohesion of multiple paths of change.
Bridging technology and possibility as COO
The business teams desire a certain outcome and the technology teams have the toolkit to enable it. Here’s where the operations leader can be a possibility-spotter: identifying which tool will deliver for a given process or end state.
CMOs from crafting campaigns to conjuring insights
Owning a multitude of digital mediums gives the CMO real-time portals into the minds of consumers. Sensing what they feel and making it traverse the enterprise can create a new agility for everyone from product engineering to customer service.
Wanted: more chief future officers
Irrespective of function or role, the underlying traits needed of business leaders today remain the same: observation, empathy and visioning a better state of being. Placing oneself beyond the requirements of the day is a must-do on the agenda.
Whether you're a B2B business or a B2C business, everybody needs to think like a chief customer officer.
