We are often asked to find candidates to assume responsibility for multiple functions, none more so than in the CFO role. It is curious however to see where convergence starts to occur further down the organisational structure and how the trends change from year to year and sector to sector.
We are passionate about helping the CIO function to evolve and have partnered with CIO Development to set up a mentoring scheme to accelerate the professional development of next generation technology leaders.
When meeting boards to discuss their need to hire a CIO or CTO, the first question my colleagues and I always ask is whether they need evolution or revolution within their technology function. Clients are often reluctant to admit they are seeking a slower tempo of change since they fear seeming complacent or lacking ambition, but no organisation thrives in constant chaos so should not feel uncomfortable aiming for a gradual approach to change.
For modern knowledge-based organisations, it is talent and not capital and raw materials that have become the most important asset and the key to competitive advantage. This elevation of the talent agenda means that the personal traits and leadership styles of the best HR Directors are increasingly converging with those of their CEOs.
How can HR get in the Boardroom? HR’s lack of influence at Board-level isn’t anything new; it’s something that has been debated for many years now. So why is the top table so reluctant to give them a seat?
The more inspirational HR leaders take time to listen and learn, conducting rigorous analysis and truly understanding the bigger picture. Only then can they decide which of the tools in their armoury to deploy, drive and integrate within the organisation. Design Thinking in HR, is a solution-based approach, focusing on a set of organisational goals in the context of both present and future parameters.
We see a continuous evolution in the CFO’s remit, which is expanding to become much more about judgement and commercial contribution. Boards will continue to rely on the CFO for risk analysis, but they will also expect them to see the implications through a commercial as well as a financial lens.
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