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Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

The purpose of this article is to provide an interview Charles-Edouard Bouée, Chief Operating Officer, Roland Berger Strategy Consultants, and author of Light Footprint Management.

Provides an interview Charles-Edouard Bouée, Chief Operating Officer, Roland Berger Strategy Consultants, and author of Light Footprint Management.

Discusses the Light Footprint (LFP) approach to management, which is prevalent in Chinese businesses as a response to the volatile, uncertain, complex and ambiguous (VUCA) environment they operate in. Originality/value

Outlines the etymological origins of strategy, the differences between Chinese and western management styles. Opines that the LFP management style, which grew out of American military doctrine, will allow organizations to adapt and thrive during times of uncertainty.

In 1998 and 1999, the Office of Student Financial Assistance of the Department of Education and the Patent and Trademark Office of the Department of Commerce, were designated as Performance-Based Organizations (PBOs), respectively. This paper examines the transformation progress of the agencies, as they attempt to convert to high-performing organizations by utilizing and establishing new and more flexible systems of performance-oriented business practices and processes.

The paper compares and contrasts the different approaches and tools used to improve management and organizational performance, as well as concentrate on human resources, procurement, budget, customer service, and internal controls. The document explores whether or not these agencies have improved their performance as a result of these flexibilities and examines the organizational and cultural challenges encountered as the agencies move from a restrictive and bureaucratic system, to a more liberal system of management and internal controls.

The Performance-Based Organizations (PBOs) concept is to have federal agencies focus on the customer, deliver high quality products, and devise more efficient operations. Therefore, the paper further examines whether or not the PBO legislation has been effective in changing the performance of federal organizations by granting administrative and managerial flexibilities aligned with corporate (agency) strategies, performance, and pay.

Thomas L Elliott is chief operating officer at Mercer Human Resource Consulting. He has 26 years’ consulting and leadership experience, and was previously president of Unisys Corporation’s Global Commercial Industries unit.

This study aims to investigate the extent to which the presence of chief supply chain officers (CSCOs) in top management teams (TMTs) helps firms to reduce the incidence of product recalls.

The authors identified all recalls for the period 2010–2017 issued by publicly held firms regulated by the US Consumer Product Safety Commission. These data were subsequently combined with information on TMT composition from BoardEx and financial performance data from Compustat to create a unique data set.

The study identified a significant and negative association between CSCO presence and incidence of product recalls. The evidence also supports the conjecture that this association is stronger in larger firms, indicating that CSCOs are especially effective when operating within more complex supply chains.

The findings provide important insights into quality management in contemporary supply chains and indicate that assigning specific responsibility for supply chain management to a TMT member improves product reliability.

These findings contribute to the growing literature on the underlying causes of a product recall by identifying corporate governance antecedents of external quality failures of this kind.

The design and execution of business processes are important drivers of organizational performance. Organizations design their operations around cross-functional processes adopting business process management (BPM) methods, tools and systems. This often involves assigning BPM accountability to senior executives such as the chief operating officer (COO), chief information officer (CIO), or chief technology officer (CTO). Some organizations appoint a chief process officer (CPO), a phenomenon raising important questions about the skills and responsibilities of this position within the top management team. The purpose of this paper is to conduct an empirical study to explore the skills and responsibilities of CPOs and differences to other executives.

The authors conducted an exploratory content analysis of job resumes from LinkedIn.com to investigate the skills and careers of individuals appointed as COO, CIO, CTO and CPO in organizations from different industries and sizes. The content analysis was complemented with expert interviews of CPOs to obtain rich insights into their perception of the responsibilities of this position.

CPOs possess a unique skill set to serve as change agents. Their skills enable them to serve as integrators and influencers across managerial ranks and corporate functions. COOs, CIOs and CTOs possess more specialized skills related to their corporate function, whereas CPOs are more generalists who facilitate process-oriented strategy and execution, driving cultural change throughout the organization. These findings are consistent across industry and size.

This is the first paper to examine the CPO position in relation to other senior executive positions. Hence, it addresses an important gap in the BPM literature which can help organizations to make informed decisions whether they need a CPO position or have it become a part-time role of one of their existing C-level positions.

Personnel costs typically account for 60% or more of total operating expenses in health systems, and as such beome a necessary focus in most if not all substantive health reform adaptations. This study sought to assess whether strategic alignment of the human resource (HR) and learning functions was associated with greater adaptive capacity in U.S. health systems.

Data were gathered using a survey that was distributed electronically to chief human resource officers from two U.S.-based associations. The survey included questions about organizational structure, strategic human resource management, strategic learning, and organizational response to health reform.

Significant correlations were found between strategic alignment of HR and HR’s involvement in responses related to cost control (r=0.46, p<0.01); quality improvement (r=0.45, p<0.01), and patient access (r=0.39, p<0.01). However, no significant relationships were found between strategic alignment of organizational learning and HR involvement with these responses.

Results suggest that HR structure may affect an organization’s capacity for adaptive response. Top-management teams in health systems should consider positioning HR as part of the core leadership team, with a reporting relationship that allows HR to maximally participate in formulating and implementing organizational adaptation.