Key Organizational Roles in Driving Transformation
Every part of your organization needs the right tools to help them respond to the mandate for business transformation.
Regardless of which role you play within your organization, business agility requires the right tools to help you align with all stakeholders. Whether they are technology or business-related, smart leaders adopt innovative capabilities to more effectively manage their capability, product, project, and IT asset portfolios.
The domain PMO aligns with a specific business area to help that organization deliver on its strategic investments. With direct relationships with the teams delivering the work, they’re the organization’s early warning system as well as a communications hub for those teams.
The CFO is responsible for the stewardship of every dollar going in and coming out. This role needs the right tools and processes to help ensure that every expenditure is contributing everything it can to the overall success of the business.
The CIO must be more than just a strategic driver of IT. They must also enable business performance through technology and act as a strategic guide for the business, to help it drive transformation through that ever-evolving world.
It’s the hub of all strategic activity – whether you call it the SRO, business transformation office, an enterprise PMO, or some other function. And it’s responsible for ensuring that all of the work being done is aligned with strategy.
Line-of-business (LOB) executives must contribute to your corporate strategies and how their specific area can support those strategies. Their job is to ensure that all of their investments are contributing to the success of the business.
HR is an often-overlooked strategic function in organizations. But without an effective and strategically aligned HR function, the ability of any business to consistently deliver at an optimum level is severely compromised.
Strategic Planning Office
The Strategic Planning Office (SPO) is at the heart of the ability to deliver strategic success. It ensures that all planning across the organization is integrated and aligned with strategic priorities.
The portfolio manager is accountable for ensuring organizational strategy is delivered effectively. They’re essential to connect the Strategy Realization Office (SRO), LOB executives and domain PMOs with the teams doing the work.
One of the most straightforward roles in delivering strategic portfolio management. This role is directly accountable for the success of the organization’s products, and the value delivered to customers.