What Does Generative AI Mean For CMOs?
July 15, 2023 | Article
By Andrew Penner
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Nobody seems more aware of the energy transition than Aramco, Sinapec, Exxon, or Shell. Are the ESG proclamations smoke and mirrors or do we find substantial moves toward sustainability?
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Every large oil company purports to being on the front lines
focused on agile transformations. The COVID-19 pandemic lent urgency to these efforts, creating an immediate need for adaptability, speed, and efficiency. Decision rights shifted and expanded throughout organizations, and learning took place rapidly, in real time.
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focused on agile transformations. The COVID-19 pandemic lent urgency to
Now, as companies emerge from the pandemic, some will be looking to intensify the agile journey, while others will be taking their first steps to secure its benefits. In either case, establishing an agile transformation office (ATO) can improve the odds of success. Whether your transformation aims at only part of the enterprise or across the whole of it, a successful journey should have a structured approach that can deliver value.
An ATO shapes and manages the transformation, brings the full organization along, and—perhaps most important—helps it achieve lasting cultural change. The ATO is not meant to be an oversight board or another layer of bureaucracy. Instead, it is embedded within the existing structure, pulling in the right business expertise to realize tangible outcomes.
Becoming a truly agile organization is a long-term proposition that takes place in phases. A centralized ATO can not only propel the transformation but also ensure the “stickiness” of cultural change across an organization. It helps identify and resolve issues that can slow the pace of the transformation and keeps the focus on creating value. In this article, we’ll define the mandate, structure, and reporting lines of ATOs, as well as the responsibilities and capabilities of the roles within them.
Exhibit 1
For years now, companies across industries, bent on moving from traditional, slow-moving hierarchies to flexible and fast decision-making models, have focused on agile transformations. The COVID-19 pandemic lent urgency to these efforts, creating an immediate need for adaptability, speed, and efficiency. Decision rights shifted and expanded throughout organizations, and learning took place rapidly, in real time.
Now, as companies emerge from the pandemic, some will be looking to intensify the agile journey, while others will be taking their first steps to secure its benefits. In either case, establishing an agile transformation office (ATO) can improve the odds of success. Whether your transformation aims at only part of the enterprise or across the whole of it, a successful journey should have a structured approach that can deliver value.
An ATO shapes and manages the transformation, brings the full organization along, and—perhaps most important—helps it achieve lasting cultural change. The ATO is not meant to be an oversight board or another layer of bureaucracy. Instead, it is embedded within the existing structure, pulling in the right business expertise to realize tangible outcomes.
Becoming a truly agile organization is a long-term proposition that takes place in phases. A centralized ATO can not only propel the transformation but also ensure the “stickiness” of cultural change across an organization. It helps identify and resolve issues that can slow the pace of the transformation and keeps the focus on creating value. In this article, we’ll define the mandate, structure, and reporting lines of ATOs, as well as the responsibilities and capabilities of the roles within them.