The misunderstood role of a COO

When you think of a Chief Operating Officer (COO), what comes to mind? A Forbes article recently dubbed the COO as “the most valuable player in any business”. Yet, many would struggle to define the role succinctly.

Ask around, and you might hear terms like resource management, processes, and implementation. The common perception is that the COO is internally-facing and not billable. However, this view doesn't capture the complete picture, especially in my experience.

The weight of titles

So, what does a title truly signify? Many argue that titles are inconsequential. I beg to differ. Titles are pivotal until they aren't. On the surface, they provide a framework for understanding one's role in an organisation, both internally and externally. They suggest credibility, authority, and influence. Yet, they often fall short of portraying the genuine leadership, effort, and value an individual brings to the table.

Putting undue emphasis on titles might just cost you your most precious asset - people. After all, true value lies in the cost to replace an individual, not just their designated title.

Operating vs. Operations

A widespread misconception about the COO role is that it's all about practical operations. The truth? It's the “Operating” that distinguishes the COO from other operational roles.

Being a COO demands creativity, critical thinking, and an in-depth understanding of how every facet of a business functions — from strategy to tactical operations. They are visionaries, recognising that businesses are integrated systems of people, process, and technology that should harmoniously collaborate to achieve efficiency, effectiveness, and growth.

The diversity of COOs

The variability among COOs is striking. Their backgrounds and approaches can vastly differ, making the role challenging to define. Harvard Business Review, in their enlightening article, "Second in Command: The Misunderstood Role of the Chief Operating Officer" lists seven types of COOs. Remarkably, a COO can embody multiple types simultaneously.

Unlike roles that are defined by specific tasks, the COO’s position is intricately connected to the CEO and other executive dynamics. Often, a COO is handpicked to complement the CEO's skillset, emphasising the relationship-driven nature of the role.

Adapting to the digital age

The global pandemic expedited digital transformation for businesses and consumers alike. With this shift came the urgent need to revolutionise business models and focus on consumer-first content.

This era of rapid change requires COOs to have a diverse skill set, encompassing business acumen, foresight, change management expertise, coaching abilities, and technical knowledge. As businesses evolve to stay competitive, the COO's role as a champion of change becomes ever more critical.

Looking back at my time with Hogarth Australia

When I was the Chief Operating Officer at Hogarth Australia, our goal was simple: use data, insights, and tech to make brilliant content.

In my role, I oversaw various facets of our business, from client consultancy and content creation to HR and operations. If I were to encapsulate my responsibilities, it would be a blend of transformational strategies for our clients and our business.

A typical day might encompass new business proposals, client consultations, people strategy development, planning for Equity, Diversity, and Inclusion (E,D&I) initiatives, and even navigating the challenges presented by the pandemic.

Have you pieced together the COO puzzle yet? I hope this post has brought you closer to understanding the intricacies and importance of this pivotal role.