In this fourth and final post in the Chief Commercial Officer series (Chief Commercial Officer (CCO) role is a growth differentiator , Role and Responsibilities of a CCO , Strategic Actions of a CCO), we address how an organization might proceed with leveraging a Chief Commercial Officer to drive transformational growth. It probably goes without … Continue reading “The Chief Commercial Officer as a Growth Differentiator Part 4”
The Chief Commercial Officer as a Growth Differentiator Part 4
The Chief Commercial Officer as a Growth Differentiator Part 3
In our previous blogs in this series, we introduced that the Chief Commercial Officer (CCO) role is a growth differentiator to enable businesses to harness the entire commercial power of the organization and the role and responsibilities of a CCO differ between a Chief Revenue Officer (i.e., Sales Leader) and the Chief Marketing Officer. In … Continue reading “The Chief Commercial Officer as a Growth Differentiator Part 3”
The Chief Commercial Officer as a Growth Differentiator Part 2
In our previous blog in this series, we introduced the notion that the Chief Commercial Officer (CCO) role is a growth differentiator to enable businesses to harness the entire commercial power of the organization. Given this premise, the roles and responsibilities of a CCO differ between a Chief Revenue Officer (i.e., Sales Leader) and the … Continue reading “The Chief Commercial Officer as a Growth Differentiator Part 2”
The Chief Commercial Officer as a Growth Differentiator
Driving organic growth is consistently one of the top goals of for-profit businesses or organizations. Other goals such as quality, customer and employee satisfaction, research and other investment, cash flow, and capital deployment are also important depending on the industry and customer expectations. However, many of these goals are ultimately derived from a healthy growth profile … Continue reading “The Chief Commercial Officer as a Growth Differentiator”
The PS Dilemma of Managing Just-In-Time Talent – Part 2
As discussed in a previous blog (The PS Dilemma of Managing Just-In-Time Talent), leveraging a Just-In-Time (JIT) Professional Services (PS) Talent staffing without having a corresponding operating model can lead to increased risk to both delivery excellence and financial performance. Smoothing the natural peaks and valleys of a JIT model is key and many manufacturing … Continue reading “The PS Dilemma of Managing Just-In-Time Talent – Part 2”
The PS Dilemma of Managing Just-In-Time Talent
Many Professional Service (PS) Businesses have taken a page from product manufacturing’s cost reduction book and “leaned out” their inventory. In the case of PS businesses, the inventory being referred to and leaned-out is Talent capacity and by default capability. The result is having to do more just-in-time (JIT) hiring and deployment to meet client … Continue reading “The PS Dilemma of Managing Just-In-Time Talent”
Our Role as a Guide in Professional Services Client Management – Part 3
In our previous blogs, we introduced the idea that Client Management does not “just happen”…it must be deliberate and proactive in order to be effective. And while there are many key roles needed for success of a PS business, there is an overarching role that is important for every consulting professional: your role as a … Continue reading “Our Role as a Guide in Professional Services Client Management – Part 3”
Our Role as a Guide in Professional Services Client Management – Part 2
In a previous blog, we introduced the idea that Client Management does not “just happen”…it must be deliberate and proactive in order to be effective. And while there are many key roles needed for the success of a PS business, there is an overarching role that is important for every consulting professional: your role as … Continue reading “Our Role as a Guide in Professional Services Client Management – Part 2”
Our Role as a Guide in Professional Services Client Management
Client Management does not “just happen”… it must be deliberate and proactive in order to be effective. For those of you reading this and our other blogs, by now you are likely not surprised by seeing and reading that statement. Professionals in our industry – whether you refer to it as Consulting, Advisory Services, Professional … Continue reading “Our Role as a Guide in Professional Services Client Management”
Why Succession Planning Goes Wrong – and What to Do About It
Why Succession Planning Goes Wrong – and What to Do About It Introduction to the TOPS Model Our recent blogs have focused on the importance of talent, specifically in a professional services environment. In this blog, we take a wider lens approach to talent and talk about a pressing topic impacting companies of all sizes, … Continue reading “Why Succession Planning Goes Wrong – and What to Do About It”
