{"id":3274,"date":"2018-04-11T21:12:11","date_gmt":"2018-04-11T21:12:11","guid":{"rendered":"http:\/\/wordpress-476313-1496493.cloudwaysapps.com\/?p=3274"},"modified":"2018-04-12T17:01:33","modified_gmt":"2018-04-12T17:01:33","slug":"disconnect-or-alignment-in-the-c-suite","status":"publish","type":"post","link":"https:\/\/quietbrillianceconsulting.com\/disconnect-or-alignment-in-the-c-suite\/","title":{"rendered":"Disconnect or Alignment in the C-Suite?"},"content":{"rendered":"
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When most members of the C-Suite are laser-focused on their unique responsibilities and priorities the possibilities for a disconnect between different functions are numerous, and the CEO, who oversees all of the functions, is often on a different page altogether.<\/span><\/p>\n

Here are a few of those disconnects that are drawing attention<\/span><\/p>\n<\/div>\n

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Growth:<\/span><\/strong>
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A study done by Morar Consulting<\/a> revealed that, while over half of CFOs, CIOs and COOs find growth rewarding, over half of CEOs did not. \u00a0Why? \u00a0Many top executives feared too rapid growth would result in greater distance from customers and clients.<\/span><\/p>\n

And although 31% of CEOs agreed that the company’s operating model is aligned to fuel future strategic growth, only 17% of CFOs agreed with this. And why are both of these numbers so low?<\/span><\/p>\n

Managing Costs:<\/span><\/strong><\/span><\/p>\n

CEOs and CFOs have very different views on managing costs<\/a> for example, while 51% of CEOs felt that \u201cresources are prioritized and allocated to activities that drive value for the organization\u201d, only 34% of CFOs agreed.<\/span><\/p>\n

Are CEO and CFOs defining value differently? The CFO tends to have a very financial, quantitative view of what constitutes \u201cvalue,\u201d whereas people in other functions may define value more broadly in terms of less easily quantified things like brand equity\/reputation, consumer sentiment, consumer experience, employee engagement, etc.<\/span><\/p>\n<\/div>\n

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Security: \u00a0One of the biggest areas of disconnection<\/span><\/strong><\/span><\/p>\n

80% of CEOs believe cybersecurity<\/a> is a significant challenge to their business; only half of technology leaders agreed.<\/span><\/p>\n

They also don\u2019t see eye to eye on cybersecurity threats, with 62% of CEOs seeing malware as the biggest security threat, while 42% of CTOs see identity theft as the major issue.<\/span><\/p>\n

CEOs estimate the cost of a cyber breach to be $5.9million; CTOs estimate it to be $27.12 million \u2013 four times more.<\/span><\/p>\n<\/div>\n

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The disconnect continues in the area of accountability, with 81% of CEOs saying they\u2019re the ones responsible for security strategies, while 78% of technical officers claim that responsibility.<\/span><\/p>\n

But when a data breach occurs, 35% of CEOs believe it was the responsibility of the security team while 50% of IT decision makers believe it is senior leadership\u2019s responsibility.<\/span><\/p>\n

What\u2019s the effect of these disconnects?<\/span><\/strong><\/span><\/p>\n

Companies may feel satisfied that their leadership is pretty much aligned, but\u00a0<\/span><\/p>\n<\/div>\n

an article in Forbes<\/a> points to a number of consequences of being \u201cmostly aligned:\u201d<\/span><\/div>\n