Ducks in a Row: Titles—Silly or Serious?
by Miki SaxonA few days ago an article about titles in Forbes caught my eye—and got my goat.
It caught me because I’m not a lover of sweeping generalizations, since very few hold up against reality and this was one of them.
In this case, the author, with a typical consultant-pundit in support, denigrates as silly the raft of new CXO functions in business.
While I agree that they can be empty window dressing, the majority I’ve seen are powerful positions. You can tell the difference by the report structure—if the position doesn’t report directly to the top boss—CEO, COO, President or owner—it’s likely fluff.
Another statement, that titles were “likely dreamed up by the marketing team,” was really hilarious considering the corporate examples cited.
Kodak and Dell appointed Chief Listeners. Facebook recently added two Chief Privacy Officers. Coca-Cola is really gung-ho on the trend, employing a Chief Administrative Officer, Chief Sustainability Officer, Chief Scientific and Regulatory Officer, and Chief Quality and Product Integrity Officer, among others. Microsoft has a Chief People Officer; IBM a Chief Information Officer; Xerox a Chief Strategy Officer; and New York City has its very own Chief Digital Officer.
I find it hard to believe that the likes of Sam Palmisano, Michael Dell or Steve Balmer, let alone Michael Bloomberg, have marketing designing their organization.
The list also displays a high level of ignorance, since several of those “silly” titles, e.g., Chief Information Officer (CIO) and Chief Administrative Officer (CAO) have been around for decades, while others reflect important new priorities.
It’s not that I condone title inflation, but making sweeping statements that disparage efforts by companies to focus knowledge, skills and resources on specific problems and increase accountability by putting one person in charge are worse.
Creating new areas of responsibility to meet the needs of a changing world is necessary and bosses who ignore the changes or the need are setting their companies up for failure sooner, rather than later.
As long as the CXO has a well-defined mission, the authority to achieve it and direct access to the top the position deserves respect and support.
Outsiders who belittle that effort should be ignored.
Flickr image credit: Bengt Nyman
February 5th, 2012 at 9:44 am
[…] Saxon presents Ducks in a Row: Titles—Silly or Serious? posted at MAPping Company Success. It’s the report structure that moves new CXO titles from […]
February 5th, 2012 at 9:56 am
[…] Saxon presents Ducks in a Row: Titles—Silly or Serious? posted at MAPping Company Success. It’s the report structure that moves new CXO titles from […]