Who Lives in the C-Suite? Organizational Structure and the
Jun 18, 2013 · management has analyzed individual TMT positions (e g , COO, CMO, CIO), yet there is limited evidence on the structure of the functional TMT members as a group, their reporting relationship to the CEO, and what this implies about the underlying organizational structure of the firm (see Collis, Young and Goold, 2007; and surveys by
Organizational Structure for Sustainability
CEO COO Business Units CFO CSO Director(s) Stand-alone Structure Stand-alone structure makes sense for firms new to sustainability; high level of “CSO” is important to engaging business units + Specialized skill set in role + Sole focus and responsibility to implement initiatives and activities -Lack of organization-wide integration
The HIERARCHYID Datatype
Each node of a hierarchy tree can be manipulated and retrieved within the company) will be named Jodi (CEO), Jim (CFO), Kay (COO), Bob (Manager), and Andy
The Flattened Firm - Not as Advertised
Apr 09, 2012 · CEO CFO Legal HR CMO R&D CIO DMB1 Functional Managers General Managers Flattened Firm (after late 1980s) CEO CFO Legal HR Group Manager A CAO COO DMA1 DMA2 DMA3 DMB1 DMB2 DMB3 Multidivisional Firm (prior to late 1980s) Group Manager B DMA1 DMA2 DMA3 Group ManagerA Note: DMs are Division Managers, the lowest-level managers with profit-center
Memo to a CEO: Teams at the top - CMI Teamwork
more of a team In addition, since many of them – including the CEO – were nearing retirement, all believed that establishing a real team at the top was critical to an effective leadership transition After all, the CEO, COO, and CFO already thought – and spoke – of themselves as a team Why not build on success?
The Critical First 100 Days of a Leader/Implementation New
CEO 48 months CFO 36 months CIO 30 months CMO 18 months 124 CEOs out in August 2013 The CEO Unintended Exit What role does hierarchy play in the amount of
Code of Ethics for CEO, COO, CFO and Finance Leaders
Code of Ethics for CEO, COO, CFO and Finance Leaders In my financial leadership role with Starbucks Coffee Company, I recognize that I hold an important and elevated role in corporate governance I am charged with ensuring that stakeholders’ interests are appropriately balanced, protected and preserved
[PDF] cercle 6ème Mathématiques
[PDF] cercle 6eme exercice PDF Cours,Exercices ,Examens
[PDF] cercle angle PDF Cours,Exercices ,Examens
[PDF] Cercle avec un diametre ab de rayon 3 cm 3ème Mathématiques
[PDF] cercle chromatique PDF Cours,Exercices ,Examens
[PDF] Cercle circonscrirt 2nde Mathématiques
[PDF] Cercle Circonscrit 2nde Mathématiques
[PDF] Cercle circonscrit 5ème Mathématiques
[PDF] Cercle circonscrit ? un triangle rectangle 4ème Mathématiques
[PDF] Cercle circonscrit ? un triangle rectangle - Mathématiques 4ème Mathématiques
[PDF] cercle circonscrit carré PDF Cours,Exercices ,Examens
[PDF] cercle circonscrit définition PDF Cours,Exercices ,Examens
[PDF] Cercle circonscrit DM ,équation de médiatrice etc 2nde Mathématiques
[PDF] cercle circonscrit et triangle rectangle ! 4ème Mathématiques
Organizational Structure for Sustainability
Hayley Jean FarrEDF Climate Corps Fellow - Blue Cross Blue Shield of MassachusettsThe Johnson School, Cornell University '12
July 14, 2011
2Blue Cross Blue Shield of Massachusetts
FrameworkStrategy Internal Structure Reporting Structure Decision Rights Incentives Organizational structure is based on a firm's unique sustainability strategy, goals, and prioritiesSustainability Vision & Strategy
Sustainability Goals & Priorities
Internal Structure
Reporting
Structure
AlignIncentives
Decision
Rights
External
Structure
External
Accountability
3Blue Cross Blue Shield of Massachusetts
SUSTAINABILITY STRATEGY
4Blue Cross Blue Shield of Massachusetts
Framework StrategyInternal Structure Reporting Structure Decision Rights Incentives Sustainability strategy must align with structure, competencies, and culture of firmSustainability
Strategy
CoreCompetencies
Organizational
Structure
Culture
Overall vision broadly communicated
by executive sponsorClear accountability and responsibility
for programTransparent goals with metrics
Reported results
Mitigate Risks:
External Market
Demands
Consumer Pressure
Strategic:
Internal Pressure
Vision
Commitments
5Blue Cross Blue Shield of Massachusetts
Framework StrategyInternal Structure Reporting Structure Decision Rights Incentives Proposed vision ties to core services and "HealthyEnvironments" focus
As a health insurance company, BCBSMA recognizes the relationship between healthy environments and healthy people. We are committed to improving the health of the communities where we live and work and to reducing our environmental footprint through corporate policies, green business practices, and employee initiatives. Communication of this vision from a high level will increase awareness, buy- in, and participation towards a common goal.6Blue Cross Blue Shield of Massachusetts
Framework StrategyInternal Structure Reporting Structure Decision Rights IncentivesCommon commitments unite all business units and
functions GHG/Climate
Change
WasteResource
Consumption
Procurement
Education
Community
Engagement
Nutrition
Sustainability
Strategy
Corporate Commitments
7Blue Cross Blue Shield of Massachusetts
INTERNAL STRUCTURE
8Blue Cross Blue Shield of Massachusetts
Framework Strategy Internal StructureReporting Structure Decision Rights Incentives Four important considerations for internal structure Level of employee and business unit engagement is accelerated when the CEO drives the sustainability vision.Sustainability Program "Home"
The most recognized sustainability programs are based in divisions with decision-making power or close ties to stakeholders (i.e., legal, corporate, or public affairs).Reporting Relationship with CEO and
BoardInteraction with Business Units and
Employees
Three distinct structures (stand-alone, integrated, embedded) provide different levels of interaction
with employees and business value.Executive Sponsorship
Elevated position improves the ability to reach and engage high-level managers, and signals importance of program to employees and stakeholders.9Blue Cross Blue Shield of Massachusetts
Framework Strategy Internal Structure Reporting StructureDecision Rights Incentives Sustainability program often treated as a separate function CEO COOBusiness
Units CFO CSODirector(s)Stand-alone Structure
Stand-alone structure makes sense for firms new to sustainability; high level of "CSO" is important to engaging business units.Specialized skill set in
role.Sole focus and
responsibility to implement initiatives and activities.Lack of organization-wide
integration.Limited buy-in from
employees.Funding challenges - focus
on cost cutting, not business development.10Blue Cross Blue Shield of Massachusetts
Framework Strategy Internal Structure Reporting StructureDecision Rights Incentives Program can be integrated through reporting relationship with business units CEO COOBusiness
Units CFO CSODirector(s)Integrated Structure
Integrated structure grants authority necessary for organization-wide integration; makes sense for programs focused on cost-cutting/efficiency.Enables organization-wide
integration.Direct tie supports action
at the business unit-level.Encourages employee
buy-in.Responsibility and
accountability is dispersed.11Blue Cross Blue Shield of Massachusetts
Framework Strategy Internal Structure Reporting StructureDecision Rights Incentives Program can be embedded through dedicated role in each business unit/function CEO COOBusiness
Units/Functions
Sustainability
Director(s)
CFOCSOEmbedded Structure
Embedded structure brings sustainability to core business; makes sense for "mature" organizations seeking revenue-generating opportunities.Sustainability program
able to drive business value.Encourages significant
buy-in from all employees.Coordination is a challenge.
Efforts may be duplicated.
12Blue Cross Blue Shield of Massachusetts
Framework Strategy Internal Structure Reporting Structure Decision RightsIncentives Decision rights framework can help firms execute and communicate initiativesUnderstand
types of decisions Form groups to make decisionsIdentify
manager to execute decisionsDecision Rights
Framework
Sustainability initiatives often challenge well-established decision rights within an organization.13Blue Cross Blue Shield of Massachusetts
Framework Strategy Internal Structure Reporting Structure Decision Rights Incentives
Sustainability performance must be integrated into day to day management and compensation Responsibilities, performance reviews, and compensation models (for all employees) must align with sustainability objectives to encourage and reward innovation.