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  • shauntaylor1

🔥 Unleashing Full Potential: The Strategic Interplay Between Chief Transformation Officer & Chief Human Resources Officer 🔥

In the realm of strategic transformation, while the collaboration between the #ChiefTransformationOfficer (CTrO) and #CEO is widely acknowledged, a less recognised yet critical partnership exists between the CTrO and the #ChiefHumanResourcesOfficer (CHRO).

This partnership is pivotal in addressing organisational health, culture, operating models, and workplace initiatives. It becomes even more essential when navigating the complexities of consultations with government bodies, regulators, workers' councils, and unions.

The CTrO effectively extends the CEO's vision, translating it into actionable initiatives like Operating Model Changes and Structural Simplification, which deliver on the CEO’s strategic plan. Meanwhile, the CHRO focuses on the critical human elements that underpin transformation, such as embedding cultural shifts necessary to meet these strategic goals. This collaboration is key to ensuring success, as the objectives are best achieved by fostering a workforce that is agile, skilled, and ready embrace change.

🎯 Key Areas of Collaboration Include:

🔹 Refinement of Operating Models: The CTrO’s strategic oversight intersects with the CHRO’s understanding of workforce capabilities. For instance, when centralizing functions to introduce efficiency-driven best practices, it is crucial for the CTrO and CHRO to ensure the new model supports not only current business needs but also future scalability and adaptability.

🔹 Sustaining Change through Robust Engagement: The approach to transformation should be rooted in robust employee engagement strategies crafted by the CHRO, with the CTrO providing the necessary tools and systems. From training programs designed to enhance digital skills to feedback mechanisms that allow employees to voice their insights and concerns, their joint strategy aims to make transformation efforts sustainable and inclusive.

A few years ago, as the Group #CTrO for a complex multi-market cost and operational transformation targeting an annual cost reduction of $250M, I led efforts underpinned by a structural simplification that delayered and reduced reliance on expatriates by transitioning to local market talent across 34 markets and global functions. My Transformation Office focused on strategy, direction, initiative build, lifecycle execution, change management, and communications. Simultaneously, the #CHRO ensured that the human elements of the change initiatives were well-managed and aligned with overall organisational goals.

As we progressed with our #transformation, our partnership ensured that the efforts were not just about numbers and operational efficiencies but also about people - the true drivers of any successful #change.

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