The DNA of the COO – report
The role of the chief operating officer (COO) often defies a “one size fits all” description. In The DNA of the COO, we uncover a compelling story of a wide-ranging role that still needs to fight to justify its existence, despite having a clear rationale.
The report addresses the importance of managing relationships, both working in tandem with the CEO and looking beyond the corporate walls; the COO’s contribution; implications for business priorities for COOs in rapid-growth markets, including key variances between this market and others; aspirations of the COO; demographics and survey responses from those involved.
“It is up to us as COOs to prove that we’re bringing added value. We need to do a better job of marketing ourselves.”Daniel Bandle
COO of AXA Winterthur
It is based on our analysis of two surveys. It comprises a shorter February 2012 pilot study of 200 COOs; and a comprehensive April 2012 survey of another 306 COOs and senior operations professionals across Africa, America, Asia, Australia, Europe and the Middle East. In the second survey, a further 43 respondents from across the C-suite were also polled to give their perspective on how the COO is perceived by the rest of the management team.