I've followed the thread on these titles with some interest. It reminds
me of the effort some organizations made with Chief Quality Officer or
Chief Innovation Officer. My concerns with CLO and CKO are the same as
these. I think that organizations creating these positions should ask
themselves these questions?
1) What are the issues that are intended to be addressed by the creation
and staffing of these positions?
2) How does the organization know that the creation of yet another "Chief"
is a leveraged solution to those issues?
Many organizations have had successful quality programs with or without a
CQO. It doesn't seem that the position is the lever. The lever to me is
an exploration of the systemic causes of the issues and the application of
sustainable, leveraged solutions to address them. Someone with a new,
senior title, isn't necessarily a requisite for this to happen.
--------
Jason Smith
Agility Architect
pax@interlog.com
"growing your profits. faster. sustainably."
--Jason Smith <pax@interlog.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>