2016-05-21-罗兰贝格-Revealing_the_Chief_Strategist_s_hidden_value_16页_318kb

Summary of Chief Strategy Officer Study 2016

• Report Overview: The 2016 Chief Strategy Officer (CSO) Study investigates how strategy work is distributed within companies, challenging the notion of central monopoly. It highlights challenges like increased volatility and uncertainty, making business decisions harder.

• Key Findings:

  • Strategy work is widespread across the organization, with 44% of companies using decentralized resources (e.g., product line or country strategists).
  • High turnover in strategy roles (70% of firms not measuring value added systemically, and turns less than five years).
  • Performance and value addition are hard to quantify; only 70% use CSO-specific indicators irregularly or not at all, with transparency poor.
  • CSOs play a coordinating role in a collaborative hub model, emphasizing skills like market research, planning, and innovation.
  • Organizational placement varies: most report to CEO, but roles like chairing boards are less common in some regions.
  • Traditional skills (finance, marketing) dominate CSO profiles, but emerging trends require better collaboration and communication abilities.

• Challenges and Recommendations:

  • Value creation is underestimated due to short tenures and insufficient metrics.
  • New approaches needed, such as developing a "CSO value cockpit" for comprehensive performance measurement covering both short-term and long-term effects.
  • The study suggests CSOs should foster stakeholder involvement and innovation to add value in a decentralized environment.

• Methodology: Based on surveys from 600+ companies across 16 countries, analyzed for trends in strategy execution, CSO effectiveness, and role evolution.