The age-old organizational structure needed rethinking. Read how the change in C-suite roles and responsibilities will help organizations grow.

1. Today’s digital imperatives
demand C-suite reinvention
K. Ananth Krishnan
Executive Vice President
and Chief Technology Officer,
Tata Consultancy Services
Author

2. 2
Accelerated growth and expansion of the digital ecosystem
Adoption of digital technology witnessed an upswing in the last decade.
Digital technology is ubiquitous and affects all
aspects of life, from production to consumption,
and everything in between
Operating in a digital ecosystem requires new
skills, capabilities, technologies, but also a
new brand of leadership
Corporates and their stakeholders, from regulators to customers, all are now entrenched in the digital ecosystem.
The COVID-19 pandemic has accelerated digitization
process across the value chain

3. 3
Synching digitization with C-suite Capabilities
To capitalize on digital business opportunities, traditional roles and structures will need to be reimagined.
How should a company devise a business strategy to compete in the digital age? The answer lies in the trends of the last 20 years.
Traditional C-suite roles and responsibilities will need to be reimagined
for digital success and completely novel ones may need to be added
Work itself needs to be redefined, as the boundaries
between business functions become blurred
Digital transformation, AI, data science, innovation and behavioural
science should be implemented from the top
Dynamic companies have been innovating roles for years. One such example is the chief experience officer for internal and external
customers.

4. 4
Restructuring businesses post the pandemic
COVID-19 spurred a revaluation of management styles.
More secure and transparent data management
systems were deployed across all environments for
remote workers and all stakeholders
The use of automated AI and analytics-based responses
increased, leading to lower risk and increase safety
Agile companies completely overhauled their business
to leverage digital technologies
Digitalization strategy formulation and implementation should have a top-down approach.

5. 5
New demands for the new c-suite
C-suite roles have new capability requirements to leverage digitalization initiatives.
The pandemic created new C-suite roles in a newly digitized business world.
Either add new digital responsibilities to the existing C-suite roles or create a new role to meet the new business need of the Novel C-suites:
Chief Data/Analytics Officer: Build and
manage cybersecurity, compliance, data
regulation, especially in companies that sell
digital goods and services
Chief Transformation Officer: Transform
business processes by applying advanced
technologies like automation and support
strategic organizational pivots
Chief Talent Experience Officer: A combination of
or a complementary role to the CHRO to implement
and manage digital work environments, enhance
positive engagements and employee experience
Chief Reskilling Officer: Assess and bridge skill
gaps by working in tandem with the Chief Talent
Experience Officer. Design, oversee and manage
transition plans for people
Chief Health, Wellness and Safety Officer:
Manage, alert, monitor, and mitigate risks relating
to disease outbreak. Manage the physiological
and psychological well-being of resources
Chief Customer Experience Officer: Manage and
enhance customer experience and engagement
and equip employees with the requisite training
and support to deliver customer delight

6. 6
Re-evaluate your objectives, operations and then transform
Re-evaluate your long and short term objectives and operations before you work on these C-suite roles.
Digitalization varies with industry, your business
objectives, and circumstances
Map your strengths and weaknesses, define KRAs and KPIs
for the new role(s), and communicate the value proposition
to other C-suite colleagues
C-suite officers need to reform their roles and responsibilities to propel the organization’s current and future development and growth.
Business transformation needs a reassessment of
enterprise operations in the new context

7. Today’s digital imperatives
demand C-suite reinvention
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