未來高管7大新貴
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????高管獵頭公司光輝國際（Korn/Ferry International）副總裁丹尼斯?凱利認為，在未來三到五年內，將會有新的高管職位出現。他表示，公司正面臨“嚴峻的挑戰”，“在某些情況下，甚至是史無前例的挑戰”。 ????約翰?伍德也贊同這種觀點。他是另外一家高管獵頭公司海德思哲（Heidrick & Struggles）的副總裁兼全球執行股東，負責CEO與董事會業務。他表示：“[一些公司]得出的結論是，這些[新]領域的工作內容證明了創建新職位的合理性；這顛覆了專業人才應該由通才來管理的傳統。” ????有鑒于這一轉變，《財富》（Fortune）雜志采訪了凱利和伍德，并總結出七個新高管職位，這些職位將會使未來的公司管理層更加完善。目前看來，這些職位能否最終出現尚不確定。但凱利表示，盡管“新管理層結構的變革尚未開始，但也為時不遠了。” 首席創新官 ????公司需要不斷創新。如果沒有新點子、新產品和新服務，它們便無法生存。而隨著互聯網的發展和社交媒體的興起，如何吸引客戶，成為它們面臨的新挑戰。 ????《財富》500強（Fortune 500）公司中，至少有五家意識到這種需求，并因此設立了一個新的高管職位——首席創新官，以應對全新的挑戰。比如近期，百事可樂公司（PepsiCo）的CIO米克爾?達勒姆創建了一個“社交網絡自動售貨機系統”（Social Vending System）。利用這一系統，顧客只需摁一下按鍵，就能為朋友購買一瓶汽水，不論他們身處世界的何方。 ????隨著技術的發展，客戶與公司之間的壁壘被逐漸打破。如何將這些壁壘保持在較低水平，同時又能將客戶的興趣保持在較高水平呢？首席創新官是解決這一命題的關鍵角色。 首席云計算官 ????云計算技術又稱“空中硬盤”，它將使我們的工作和生活發生重大的轉變。數據將不再存儲在個人計算機中，而是存儲在外部服務器內，需要時可以隨時調用。 ????凱利認為，未來幾年內，公司將產生一個新的職位——首席云計算官。由于更多的重要數據和個人信息將在云中存儲和共享，必須要有人對這些數據進行管理、監控和保護。 ????凱利表示，CCO的部分職責將與首席信息官的職責重復，但是云計算技術的發展勢不可擋，為了保證信息的安全，公司必須增設這一管理層職位。 首席風險官 ????2008年金融危機期間，為了應對困境，許多金融公司費盡了心思。他們通過尋求外部顧問的協助，才逐漸穩定了局面。此后，許多公司都意識到，他們需要一位首席風險官。 ????凱利表示：“在《財富》500強公司中，約有10%的公司設有首席風險官一職，在不到十年的時間內，這一比例已翻了一番。”通過設立首席風險官，在公司需要制定決策時，由CRO對風險進行分析，確定決策是否可取，而不是由其他高管用押寶的方式來決定。CRO還需協助管理風險問題造成的影響，并確保公司的決策符合更加嚴格的新規定。 ????由于首席風險官直接向CEO匯報，因此，他們對公司的決策過程有著非常大的影響力。凱利表示，之前CRO通常對首席財務官（CFO）負責。但隨著經濟衰退的狀況日漸惡化，CRO被賦予了更多權力，甚至在最高管理層中比CFO更受重視。 首席隱私官 ????從健康報告到財務記錄，包括員工與雇主的隱私，都將由公司的首席隱私官負責提供保護。 ????這一職位的職責是，確保公司遵守美國聯邦隱私法和相關規定，同時最大程度地保護員工的隱私權。員工還可以咨詢首席隱私官，了解公司與個人信息相關的個人隱私規定。 ????部分《財富》500強公司，比如IBM和寶潔公司（Proctor & Gamble），已經意識到，公司需要一位“秘密守護者”，于是便設立了首席隱私官職位。目前，隱私泄密狀況日益嚴重，且數據盜竊的手法日益高明，越來越多的公司都將設立這一職位。 首席社交媒體官 ????從人際關系網（LinkedIn）、Twitter到Facebook，社交媒體對公司品牌的重要性超出了所有人的想象。約翰?伍德認為，在未來三到五年，甚至更短時間內，首席社交媒體官將成為許多公司不可或缺的職位。 ????CSMO不僅要為社交媒體網站提供內容，還要對員工進行培訓，學習如何利用這些平臺。為避免員工將專用數據發布到個人的Twitter或Facebook主頁上，保證公司品牌形象完好無損，CSMO需要對員工進行培訓，幫助他們區分哪些內容適合公開，哪些則不然。 首席人才官 ????多年以來，人力資源顧問一直在大力宣揚內部招聘的理念。目前，許多人力資源主管開始意識到，他們可以從公司內部挖掘人才，接任高層管理職位，而不是從公司外部招聘。 ????伍德認為，一旦公司注意到這一點，首席人才官將成為未來公司管理層的重要成員。CTO將從公司內部挖掘技術嫻熟的員工，作為高管職位的優秀候選人。之后，CTO還將長期提攜這些候選人，幫助他們打磨技能，不斷進步，使他們最終能夠步入公司的高層。 首席認知官 ????2008年金融危機期間，美國公司在媒體宣傳方面受到重創，迫使許多公司重新評估和塑造它們在公眾心目中的形象。 ????這一新的戰略重點使首席認知官的出現成為必然。CPO并不是一個被動的職位，而是要主動配合CEO，在做出決策之前，對決策進行評估，確定它們對公司聲譽可能造成的影響。 ????從根本上來說，CPO是公司形象的旗手，他要確保公司的形象與客戶的價值觀保持一致。 ????翻譯 劉進龍 |
????The C-Suite is in bad need of a facelift. As technology advances, regulations change, and cultural norms shift, traditional, high-level positions are showing their wrinkles. ????Dennis Carey, vice chairman of executive search firm Korn/Ferry International, believes several new C-Suite titles will be created in the next three to five years. Companies are facing "an onslaught of challenges," he says, "which in some cases have no historical precedent." ????John Wood, vice chairman and global managing partner of the CEO and board practice at Heidrick & Struggles, another executive search firm, agrees. "[Some companies] have come to the conclusion that the content of these [new] areas justifies the creation of new titles, eclipsing the tried and true notion that specialists should be reporting to the generalists." ????In light of this transformation, Fortune talked to Carey and Wood and created a list of the seven executives that will round out the new C-Suite. It remains to be seen if these new titles will stick or see the light of day. Regardless, the "transformation to a new C-Suite structure is not here yet," says Carey. "But it is coming." Chief Innovation Officer ????Companies have always needed innovation. They cannot thrive without new ideas, new products, and new services. But with the rise of the Internet and the emergence of social media, they are now faced with a new breed of challenges on how to engage their customers. ????At least five firms in the Fortune 500 saw these needs and created a new executive role -- chief innovation officer -- to find solutions for those new challenges. A recent example: PepsiCo's CIO, Mikel Durham, created a "Social Vending System." With the push of a button, customers can buy a soda for a friend who lives across the world. ????As technology expands and barriers between customers and companies crumble, chief innovation officers will be the keys to keeping those barriers down and customer interest high. Chief Cloud Officer ????Cloud computing, aka the "hard drive in the sky," is going to cause yet another major shift in the way we work and live. Data will no longer live on individual desktops or laptops; it will be stored on an outside server waiting to be called up on demand. ????In the next few years, Carey sees companies creating the new position of chief cloud officer. As more important and private data is stored and shared in the cloud, it will need to be managed, monitored, and protected. ????Some CCO responsibilities will overlap with those of a chief information officer, Carey says, but the inevitable growth of the cloud will create the additional need for this executive at any company that wants to keep its information safe. Chief Risk Officer ????In the crisis of 2008, many financial companies struggled to cope with the messes they faced. Looking to outside consultants for help, they slowly got back on their feet, and many realized the need for a chief risk officer. ????"Ten percent of Fortune 500 companies now have a chief risk officer, double from what it was less than a decade ago," says Carey. Rather than allowing executives to gamble when making business decisions, a CRO analyzes the risks and determines if the moves are advisable. CROs also help manage the consequences of a risk gone awry, as well as ensure that business decisions adhere to new and stricter regulations. ????Reporting directly to the CEO, the chief risk officer has great clout in the decision-making process of the company. According to Carey, CROs used to report to CFOs. But as the economic downdraft worsened, they were given more power, giving the title even more value within the C-Suite. Chief Privacy Officer ????From health records to financial records, the private data of a company is guarded by a chief privacy officer. Both employees and employers are protected by this executive. ????The position has the responsibility of making sure a firm adheres to federal privacy laws and regulations, while maximizing the privacy rights of employees. Workers can also turn to a CPO to learn about their company's personal privacy laws concerning their data. ????A number of Fortune 500 companies -- such as IBM and Proctor & Gamble -- have realized the need for a gatekeeper and have created CPO positions. As privacy breaches grow and thieves become more clever in breaching personal and business data, many more companies are following suit. Chief Social Media Officer ????LinkedIn, Twitter, Facebook: Social media has become more important to a company's brand than anyone could have imagined. John Wood believes a chief social media officer will be essential to many companies in the next three to five years -- if not sooner. ????A CSMO would not only produce content for social media sites, but he or she would also train employees on how to use the platforms. In order to keep a company's brand intact and private data from being tweeted or posted to an employee's Facebook page, the CSMO would also educate workers on what is and is not appropriate to share. Chief Talent Officer ????Human resources consultants have been chanting the same mantra for years: Hire from within. Instead of looking outside a company for successors to high-ranking positions, many heads of human resources are now realizing they can mine for top talent from their own ranks. ????With that new focus, Wood believes a Chief Talent Officer will become a staple of the future C-Suite. CTOs look within a company for skilled workers who are great candidates to succeed in top positions. A CTO then helps employees fine-tune their skills over time, grooming them for success so they can rise to the top. Chief Perception Officer ????During the financial crisis of 2008, corporate America took a beating in the media, forcing many companies to reevaluate and reshape the way the public saw them. ????A new focus on strategy has created the need for a chief perception officer. It is not a reactive role, but a proactive one, in which the CPO works with the CEO to assess decisions before they're made, to see how they may affect the company's reputation. ????In the end, the CPO is the standard bearer for a company's image to ensure that its values and those of its customers remain in line. |
