Need  - A Chief System Officer

Need - A Chief System Officer

We have heard of CHRO , CPO , CMO , CEO , CTO , COO etc. but we haven’t come across position called , Chief Systems Officer. This position in the structure may report to the Head of the organisation as this becomes a pivot position in terms of seamless working of the organisation. Let me explain? what I mean by this position and what purpose the position serves , what role the position plays in the organisational context.

All organisations are systems , every function is a system , there may be multiple subsystems operating with in the function. All these systems help the organisation deliver its purpose. There are processes that make the systems work , processes also connect two or more systems. Systems are interconnected with in and outside to another system, any isolated view would be detrimental to the long term health of the bigger system , may be an organisation of even an industry.

Human body is a system , consisting of multiple systems ranging from nervous system to reproductive system. There? are organs with in the system ensuring the survival and growth. A systems officer , in human body parlance is like a physician who understands anatomy the best , the interconnectedness of the different systems to the fullest. Specialists are required but they tend to miss forest in the trees .

Systems Officer is responsible for designing systems , understanding the relationship between and among systems , the impact of connectedness and the importance of seamlessness. Two systems working with friction would lead to sickness and two system working in tandem will give health and growth.

Performance management system , talent? management system , inventory management system , quality management system , vendor management system , communication systems , health and safety systems , materials movement system, distributor management system , product launching system etc . Organisation is a? collective embodiment of above mentioned systems. The important point is that in an organisation, these system are owned by different functions. Also these systems work through lot of processes and functions are the process owners.

All this reality poses a challenge of seeing the wholeness of the organisational systems and processes. Systems Officer is one such resource , who keep a continuous watch on the systemic interaction and he ensures effective consolidation of the system energy. Example ,Sales incentive system increasing sales but killing the long term market possibilities. A system officer would always have an eye to question the balance between the long and the short of the system. Inter system cannibalism can erode and shorten the life of the organisation.

This person should be an expreinced system thinker , who has a sense and ability to see the relatedness. Good at conversation , he has to communicate with the functional heads and process owners , who suffer from systemic delusions. Good understanding for the organisation s purpose, mission ,vision and values. Most importantly , ability to see the un manifested in the manifested.Inquisitive? , listening beyond download? , mindful , observing? ,? conceptualising? , influencing? etc are some of the competencies , the role owner needs to have.

What is your take ?

Jai Ho!

Sameer Priyadarshi

An avid believer that Sports offers the best of insights on managing Human Capital

1 年

Nice thought....just building up on your inputs, How about adding chief problem identifier / diagnostic officer to the Corporate physician role ?

MANOJ K SINHA

Founder - Manoj Sinha at HR Edge | Driving Business Growth Through Talent Management, Bespoke L&D Programs, Career Consulting, Employee Engagement, Executive Search | HR Leader at Tata Steel, Airtel, Idea, VI.

1 年

Nirmal Singh Raghav Thought process may be relevant, but by looking at the role, it seems this position will be 2nd level of surveillance for functional heads as far as knowledge n deployment of system n processes r concerned. By having this position we are encouraging incompetence across functional heads in leadership, which may be the case even today!

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