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Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf | |
“If your payroll carries the permanent expense of a senior player for every position, here's an alternative way to populate your C-suite. Adopt this cunningly simple idea, and your line up in the Boardroom should become more diverse, more agile, and a lot less bloated. ” Richard Hytner, Blue Hat Man, Adjunct Professor ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
“Great eye opener, also a pragmatic and well thought out frame-work for how to evolve current CXO models and benefit from the rapidly emerging access economy. I would have loved to utilize this approach in my previous executive roles and now as a portfolio CFO I see that it really works. ” Uwe Stelter, Portfolio CFO an... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
on their growth journeys) and who were interested in being men-tors to and part of the management team was transformational. Having trusted team members also deeply involved in other (non-competing) businesses also gave us access to best practice ideas and networking opportunities that would have been time-consuming fo... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
“Having worked with The CFO Centre over the years, their inge-niously simple model was ahead of its time in a hybrid and portfo-lio world. Fabulous for financials, delivering customer delight, and critically creating the opportunity for meaning and purpose to those working in the model. This is evidence, not just from ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
“Becoming a portfolio People Director has transformed my life. Firstly, it's enabled me to be the father I want to be and secondly, I've helped CEOs and MDs grow their businesses through Strategy and Leadership as Service, driving value beyond my functional People/ HR expertise. ” Shaun O'Hara, Portfolio People Directo... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
“Based on a combination of over 20 years of experience and solid academic research, Sara Daw paints a compelling picture of a new business model for the deployment of C-suite executives. A must read both for people engaging C-suite executives and for C-suite executives that want to gain a new perspective on their caree... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Strategy and Leadership as Service isn't just a nice idea; it is a practical, alternative vision of the future of work for senior executives that is start-ing to gain significant interest and is being adopted by businesses globally. Disrupting and challenging the traditional full-time employment model, the Strategy and... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
academics, and forward-thinking business students with a radical new view of how the access economy can be applied to business strategy and leadership for more sustainable futures. Sara Daw is Co-Founder and Group CEO of The CFO Centre Group and The Liberti Group, the global number one provider of C-suite portfo-lio pr... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Strategy and Leadership as Service How the Access Economy Meets the C-Suite SARA DAW | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Cover design: © Julie Lodge First published 2024 by Routledge 4 Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge 605 Third Avenue, New York, NY 10158 Routledge is an imprint of the Taylor & Francis Group, an informa business © 2024 Sara Daw The right of Sara Daw to be identified as author of this work... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
This book is dedicated to business leaders and C-suite professionals who want to change their lives by adopting this new way of working-Strategy and Leadership as Service. | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf | |
Contents List of Illustrations xviii About the Author xx Preface xxi Acknowledgements xxiv List of Abbreviations xxvi Introduction: The Access Economy Meets the C-Suite 1 Real problems to solve 1 A new vision for the C-suite 3 The purpose of this book 5 First known study of the access economy for sharing professional s... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
xiv Contents PART I The Forces Shaping Change in the C-Suite 23 1 Time for a New Version of the C-Suite? 25 Time for a new version of the C-suite? 27 The Board of Directors-version 1. 0 31 Expansion of the C-suite-version 2. 0 34 The future C-suite-version 3. 0 36 Conclusion 39 References 39 2 Future of Work Megatrends... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Contents xv Routes of psychological ownership-how? 83 Targets of psychological ownership 84 Previous studies of psychological ownership in access-based services contexts 86 Is psychological ownership the key for access-based services to be solid and enduring? 86 The dark side of sharing 90 Other factors 92 Conclusion 9... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
xvi Contents PART IV Evidence for C-Suite Access 147 8 Testing the Concepts 149 Differences between employment and access 149 My approach 154 My interviews 157 References 162 9 Insights from C-Suite Access 163 Overall insights 163 Discussion of aggregate dimensions 165 References 182 PART V Strategy and Leadership as S... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Contents xvii Top tips for Strategy and Leadership as Service-how to optimise the relationships within the ecosystem 230 Conclusion 231 References 231 13 The Roadmap: How the Access Economy Meets the C-Suite for All 232 Limitations of the current C-suite model 233 What's the answer? 237 The roadmap to the access econom... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Illustrations Figures 0. 1 The Strategy and Leadership as Service relationships for The CFO Centre 11 0. 2 The Strategy and Leadership as Service framework- The Four Rs 16 2. 1 Organizational practices that foster meaningfulness 54 3. 1 Three organizing cores of the sharing economy 72 5. 1 Team-based portfolio working:... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Illustrations xix 13. 2 The power of many 243 13. 3 Using psychological ownership as the lens for change 246 13. 4 Knowledge transfer for peer and full team solutions 248 A2. 1 Degree of feelings of psychological ownership towards my CFO/my client/CFOC 273 A3. 1 Degree of feelings of psychological ownership towards my ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
About the Author Sara Daw is passionate about designing the future of work for C-suite professionals and the organisations they serve. She has helped thousands worldwide build successful team-based portfolio careers in the access economy. The Strategy and Leadership as Service framework changes the lives of business le... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
This book is long overdue. We've accepted traditional ways of working for the C-suite, which don't fully meet their needs nor those of the businesses they serve, for too long. The C-suite construct hasn't been revisited since its introduction in the 1980s, and the needs of our top talent and their organisations are cha... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
xxii Preface gave me the space and time to explore some of the reasons why it is fit- for-purpose and what it needs to thrive. It is now time to share this best-kept secret along with what it takes to gain full value from its implementation. This book shares the perspectives of the C-suite professionals, their clients,... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Preface xxiii This is a pathway for organisations to consistently have access to the dynamic and flexible leadership capabilities they need for growth, fuelled by a C-suite who love what they do, working with the people they like, earning the money they need. | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Acknowledgements First, I would like to acknowledge all the remarkable business leaders, C-suite professionals, and my colleagues at Liberti (past and present) who have taken the leap to engage with Strategy and Leadership as Service. You are the pioneers, and your forward thinking has helped promote this way of living... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Acknowledgements xxv Thank you to Rebecca Marsh, Lauren Whelan, and the Routledge and Taylor & Francis team for backing me to write about this ground-breaking approach and for their excellent support and guidance. I am incredibly grateful to all the business leaders and C-suite profes-sionals who gave up their time to ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Abbreviations 24/7 Twenty-four hours per day, seven days per week ABC Access-Based Consumption ABS Access-Based Services AI Artificial Intelligence APAC Asia Pacific AR Augmented Reality B2B Business to Business B2C Business to Consumer Baby boomers Individuals born between 1946 and 1964 BBC British Broadcasting Corpor... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Abbreviations xxvii CMDO Chief Multi-Disciplinary Officer CMO Chief Marketing Officer COO Chief Operating Officer CSR Corporate Social Responsibility CTO Chief Technology Officer CV Curriculum Vitae DE&I Diversity, Equity, and Inclusion DVD Digital V ersatile Disc ESG Environmental, Social, and Governance FD Finance Di... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf | |
DOI: 10. 4324/9781003368090-1Introduction: The Access Economy Meets the C-Suite Real problems to solve Jacinta's ambition Jacinta is the founder and owner of a fast-growing e-commerce business. It has been a roller coaster ride building it up to a team of 75 employees after starting five years ago from her kitchen tabl... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
2 Introduction Will needs to find a replacement. After reviewing his organisation's requirements, he realises that what he thought was just one role had many aspects. He needs someone centrally to steer the ship, liaise with the board, lead the financial planning, and sort out the funding. Then there is a stand- alone... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 3 the years. Surely other organisations will value this? However, it must be on his terms now. He wants control over his agenda and with whom he works. He yearns for freedom of choice and the flexibility to progress in the areas of his life he has neglected. Nadim knows what he wants but needs to see if it... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
4 Introduction Let me explain. Entrepreneurial and growing businesses, like Jacinta's, don't want, don't need, and can't afford a full-time C-suite professional. It is just not an option for a small-medium enterprise (SME). Besides, the high-level C-suite professionals they want to attract are not interested or fulfill... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 5 The usual answer to shoring up capacity and skillset gaps through a mix of external consultants is sub-optimal. This is their chance to think differently about how they resource up, with whom, and why. If we can see past the myth that employing our C-suite is the only way to do things, Strategy and Leade... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
6 Introduction First known study of the access economy for sharing professional services In 2019, I embarked on a specialised master's degree from HEC, Paris, run jointly by HEC and Saïd Business School, Oxford University, called Con-sulting and Coaching for Change. I was interested in the factors influenc-ing change a... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 7 information regarding sharing professional services, i. e., Strategy and Leadership as Service. This became my thesis topic for my master's degree and is now the subject of this book. A sea change for the C-suite For Strategy and Leadership as Service to gain further adoption, it requires three industry ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
8 Introduction don't want, and can't afford full-time C-suite level professionals but rec-ognise they need their skillsets on an ongoing basis or as the need arises. Each C-level executive will have a portfolio of SME businesses (usually between three and ten companies), each of which they serve permanently and on a pa... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 9 Alternatively, the C-suite team can offer a complete alternative to full- time employment. This approach comprises a Lead C-suite team mem-ber, working part-time, who holds the primary relationship with the client. They are supported by other C-suite professionals from the wider team brought in as requir... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
10 Introduction possible for users to feel they are “renting” the asset. Without legal own-ership and something I later discovered called psychological ownership (PO), the relationship can be temporary, even uncaring, with a lack of self- identification with the asset. In the example of Zipcar, while the access economy... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 11 I had discovered existing research on access-based consumption ( Bardhi & Eckhardt, 2012 ) and PO ( Pierce et al., 2001 ) where the assets or targets of ownership were products or digital services. Nothing similar existed for PO's role in the access economy for professional services, and my inter-est in... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
12 Introduction Specifically, I focused on feelings of PO as follows: Both ways between the client (primary contacts, most often CEO, Managing Director, or entrepreneur) and the CFO; From the CFO towards CFOC; and From the client towards CFOC. It is important to note that from PO theory, it is possible to consider othe... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 13 Charles Handy described organisations of the future as “organisers not employers” (ibid., p. 171). He suggested that “The age of the organisation may be coming to an end in one sense, when to be a full-time employee is a minority occupation” (ibid., p. 39). He was referring to how organ-isations and wor... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
14 Introduction The impact of Covid-19 In 2020, the Covid-19 virus appeared in China and began worldwide trans-mission within the community resulting in millions of deaths. The global deployment of effective vaccines, social distancing, economic lockdowns, increased hygiene, and wearing protective clothing contained it... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 15 In The paradox of success, O'Neil (1995) describes how leaders can move forward in life and let go of their past. The general idea is what has served us in the past to get us here isn't going to keep us here or move us forward. Charles Handy (2015) introduces the concept of the second curve as a pathway... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
16 Introduction organizations” ( Pierce et al., 2001 ) and “The state of psychological owner-ship: Integrating and extending a century of research” ( Pierce et al., 2003 ) and are described in detail in Chapter 4. The study explained in this book focuses on testing the presence of these roots and routes within the pro-... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 17 together enables C-suite executives and clients to be part of a group of like-minded people, contributing to their feelings of PO towards each other. The routes of PO-HOW to create PO in relationships There are three major routes to develop PO which are interrelated ( Pierce et al., 2001 ): Controlling ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
18 Introduction determine how these relationships extend across the system and sustain in balance for the longer term: Feelings of PO : aspects such as matching the client and the C-suite executive, organisational norms, C-suite skills, and personal context all influence the establishment of PO; PO Pathways : given the... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 19 These forces and the impact and repercussions of the Covid-19 pan-demic demand a different way of engaging with C-suite executives in the future, which embraces collective intelligence, flexible working, a sense of belonging, and harnessing the power of many. We need a shift towards accessing C-suite sk... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
20 Introduction Part V Strategy and Leadership as Service Framework: The Four Rs Here I examine the framework in detail. I describe each of the Four Rs: the roots (why PO exists), the routes (how they manifest), the relation-ships (how they develop and interact across the system), and the industry roadmap to building a... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Introduction 21 CEOs, board members, and business leaders in owner-managed, growing, entrepreneurial organisations who don't want, don't need, or can't afford a full-time C-suite executive but recognise they need the skillset on an ongoing basis or as needed; The owners and leaders of larger organisations who recognise... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
22 Introduction Altman, E. J., Kiron, D., Jones, R., & Schwartz, J. (2022). Orchestrating workforce eco-systems: Strategically managing work across and beyond organizational boundar-ies. MIT Sloan Management Review and Deloitte. Ardrey, R. (1966). The territorial imperative: A personal inquiry into the animal origins o... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Part I The Forces Shaping Change in the C-Suite | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf | |
DOI: 10. 4324/9781003368090-3Time for a New Version of the C-Suite?1 In 2014, Deloitte coined the term CFO to mean Chief Frontier Officer (Comeau et al., 2014 ). They refer to Troy Alstead, Chief Finance Officer of Starbucks, whose role shifted to a global focus with responsibility for worldwide initiatives. He was not... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
26 The Forces Shaping Change in the C-Suite spearhead many organisations' digital transformation efforts, with 80 per cent interviewed by Genpact saying they drive business transformation or partner for it ( Srivastava et al., 2021 ). However, it is more than that. Along with their fellow C-suite colleagues, they have ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 27 as novel, recalcitrant, and complex, with no definition of success, only trade-offs and better or worse outcomes ( Brookes & Grint, 2010 ). What is more, solutions tend to be partial with unintended consequences. Wicked problems (e. g., how to prevent climate change, provide cl... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
28 The Forces Shaping Change in the C-Suite However, is this enough to deliver the constant transformation required of organisations to remain on top? The signs are that this model is now at its limits. A C-suite composed of a core of individual functional heads made sense; organisations certainly do not want to throw ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 29 base. There are currently three generations in the workforce: Baby Boomers (born between 1946 and 1964), Generation X (born between 1965 and 1979), and Generation Y or Millennials (born between 1980 and the late 1990s), with Generation Z (born from the late 1990s) only just sta... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
30 The Forces Shaping Change in the C-Suite There is an extensive shopping list of new and enhanced skills that future C-suite leaders need to master. Is it just a case of upskilling these individuals? Or, in addition, can the current functional C-suite construct be organised differently to use the collective? Since th... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 31 and development programmes to support it and then shift their top teams to the next stage of mindset development. Therefore, a different way of organising the C-suite could be a par-tial solution. An access economy business model using multiple skillsets, engaged dynamically an... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
32 The Forces Shaping Change in the C-Suite for the company's strategy and performance. The board, presided over by a chairperson, is responsible for the organisation's governance and repre-sents the shareholders' and sometimes other stakeholders' interests. Corporate governance flows from the organisation's owners thr... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 33 2007 ) to ones which serve a more comprehensive set of stakeholders (Freeman, 2010 ) and purpose-related goals. As a result, they are consider-ing a wider set of stakeholders beyond shareholders, including staff, cus-tomers, suppliers, the community, and the environment. Despit... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
34 The Forces Shaping Change in the C-Suite Edmans believes the other stakeholders have agency in their roles as employees and customers and the capacity to act independently and influence their environment. With all stakeholders working together and focusing on a common purpose for the long term, we shift our thinkin... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 35 The exact make-up of the C-suite team varies from organisation to organ-isation depending on their size and stage of the lifecycle, the sectors they serve, and the challenges and opportunities they face. A study of the FTSE 100 C-suite roles by Jeffcock (2022) showed that, on a... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
36 The Forces Shaping Change in the C-Suite Officer to address the future of work challenges such as cultural and digi-tal transformations ( Half, 2022 ). The C-suite is evolving through growing its C-level roles to cover more and more specialisms required to address transformation. Digital adop-tion is just one of the... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 37 areas and be more generalist and relational in their skillsets. For example, the Chief Financial and Reporting Officers (CFROs) will have many CXOs responsible for specialisms reporting to them. The disciplines included within these functions can also change over time to suit t... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
38 The Forces Shaping Change in the C-Suite Transitioning to this way of working will represent a massive leap into the unknown for most businesses and their leadership. It will “question their authority, control, role, power, self-image, ego, and even their liveli-hood. It will take a strong and secure executive to un... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 39 Conclusion The themes I have identified from the thinking described in this chap-ter are that future top team structures need to be dynamic and flexible as the organisation changes, which may require some roles to be tem-porary. We need both breadth and depth in skillsets, i. e... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
40 The Forces Shaping Change in the C-Suite Beckman, C. M., & Burton, M. D. (2011). Bringing organizational demography back in: Time, change, and structure in top management team research. The Handbook of Research on Top Management Teams, 49-70. https://doi. org/10. 4337/ 9780857933201. 00009 Birkinshaw, J., Foss, N. J... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Time for a New Version of the C-Suite? 41 Jeffcock, J. (2022). The suite spot: Reaching, leading and delivering the C-suite. Bloomsbury Publishing. Kay, J. (2011). Obliquity: Why our goals are best achieved indirectly. Profile Books. Kelly, E. (2014, April 1). The C-suite: Time for version 3. 0? Deloitte Insights. Retr... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
42 The Forces Shaping Change in the C-Suite Schumpeter (2010, June 24). Too many chiefs: Inflation in job titles is approaching Weimar levels. The Economist. Retrieved March 26, 2023, from www. economist. com/business/2010/06/24/too-many-chiefs Sisodia, R., Sheth, J. N., & Wolfe, D. B. (2014). Firms of endearment: How ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
DOI: 10. 4324/9781003368090-4Change is constant, and its pace is increasing. That is the consensus developed by theorists, academics, and the busi-ness world. We haven't got the luxury anymore of business imperatives slowing down so we can all catch our breath, take stock, and build a new five-year plan to deal with ea... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
44 The Forces Shaping Change in the C-Suite The future of work is impacted by the pace of change, which has accel-erated and continues to do so. Inter-connectedness means that informa-tion and viruses spread almost instantly, and shocks to the system have global effects (“who appreciated that Ukraine was such a big gra... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 45 labour are traded on a worldwide basis, and information and the results of research flow readily between countries. (Oxford Reference, 2023, para. 1) The reduced cost and increasing ease of transportation of goods, tech-nology advancements enabling 24/7 communication, national boundar-ies m... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
46 The Forces Shaping Change in the C-Suite Automation (including AI) Embracing new forms of technology is a strategic lever for competitive-ness, reducing costs and risk, and producing better products and services that improve stakeholders' influence. In the future, further technological advances will change how work ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 47 and predominantly in the West, we have reaped the rewards with our liv-ing standards increasing significantly, yet the time has come to pay for these actions. We are not only depleting the earth's resources, but we are also polluting our shared environment. There is a significant concern am... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
48 The Forces Shaping Change in the C-Suite On a macro level, the countries with declining and ageing populations face challenges of how their future workforce will be able to fund the care and demands of their older inhabitants. In the developed West, the job for life is gone. We will likely have a multi-stage life wi... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 49 We will require regulatory and legislative changes to ensure the oppor-tunities for re-education and development of the ageing Western work-force are accessible to all. The megatrends of technological advancement and longevity of life interact to pose many questions for our global society. ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
50 The Forces Shaping Change in the C-Suite health and loved ones has made us reflect on what is important to us. As a result, we prioritise relationships, mental health, and our environ-ment over our career progression and finances. Yes, we must make ends meet and make a living, but do we have to consume so much? Can ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 51 them constantly? Strategy and leadership as Service provided by C-suite professionals has already turned this outdated thinking on its head. How-ever, again, the world of employment is only just starting to realise this can be the case. One significant advantage of the pandemic for access e... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
52 The Forces Shaping Change in the C-Suite have quit their jobs since the pandemic began will decrease. Globally, almost one in five workers intended to leave their jobs in 2022, and more than two-thirds said they wanted a job that gives them more fulfilment (Ellerbeck, 2022 ; Pricewaterhouse Coopers, 2022 ). What's m... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 53 to commute daily and be there for our family at breakfast and bedtime. The climate crisis and increasing cost of living post-pandemic encourage us to live more for the moment and the here and now. Meaning in and at work The megatrends and fallout from the Great Resignation and Quiet Quit-ti... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
54 The Forces Shaping Change in the C-Suite The three shifts Gratton (2014) states our future way of working requires three shifts as follows: 1. From shallow generalist to serial master; 2. From an isolated competitor to an innovative connector; and 3. From a voracious consumer to an impassioned producer. These shifts... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 55 Executive freedom In Executive freedom (Mills & Daw, 2019 ), which describes why C-suite pro-fessionals choose to become self-employed in the access economy for pro-fessional services, the research from over 300 executives also reinforces the requirement for meaning in and at work and the t... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
56 The Forces Shaping Change in the C-Suite redundancy pay. Zero-hours contracts mean organisations can refrain from engaging their workers or giving them protection when they are not needed. The work tends to be repetitive with a low skill requirement; hence the workers are commodities discarded at any time. Some work... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 57 This is a way to future-proof our careers and move from job security to income security. We will learn to find, win, and keep clients, so we can always access the market and work this way. By building client portfolios and belonging to a community of C-suite providers delivering Strategy an... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
58 The Forces Shaping Change in the C-Suite in small teams to deliver our services, again dovetailing well with team- based portfolio working. From this, it is possible to see how an access economy business model for team-based portfolio work can provide a platform for the future of work. References Ashforth, B. E., & ... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Future of Work Megatrends 59 O'Brien, G. E. (1992). Changing meanings of work. In Employment relations: The psy-chology of influence and control at work (pp. 44-66). Blackwell. Oxford Reference (2023). Globalization. In A dictionary of economics. Retrieved March 28, 2023, from www. oxfordreference. com/display/10. 1093... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf | |
Part II Access to the C-Suite through Psychological Ownership | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf | |
DOI: 10. 4324/9781003368090-6The Rise of the Access Economy3 The access economy The access economy is still a relatively new phenomenon. Historically, the overriding method of use of an asset for the long-term has been through purchase and ownership: we buy our cars, we purchase the furniture for our house, we shop for... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
64 Access to the C-Suite through Psychological Ownership impact of our “make more, buy more, throw away more” culture on the climate, the consensus has been that more possessions are better for us. However, there are disadvantages to ownership. It can become bur-densome. Our sense of responsibility requires us to store... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
The Rise of the Access Economy 65 Younger adults also have more concerns about climate change (compared to 56 per cent of those aged 55 and over, 70 per cent of Americans between the ages of 18 and 34 are concerned about global warming ( Reinhart, 2018 )). Many access-based business models deliver enhanced and efficien... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
66 Access to the C-Suite through Psychological Ownership Cars still provide status Zipcar is an example of more traditional goods accessed rather than owned. There has been a move to accessing cars when we need them rather than having them sit idly on our driveways or outside our houses on the road, taking up space whe... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
The Rise of the Access Economy 67 made to feel at home, and even shown around or given guidance on what to visit adds to the experience. Festila and Müller (2017) found that users perceive Airbnb as a func-tional and experiential practice. Factors such as good value for money, proximity to interest points, and access t... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
68 Access to the C-Suite through Psychological Ownership C-suite executives operate at the opposite end of the gig economy to Uber drivers, the privileged end. They select self-employment and exercise free-dom of choice to decide the type of client they wish to work with, how many days a week they wish to engage, and t... | Strategy and Leadership as Service How the Access Economy -- Sara Daw -- 1 2024 -- Routledge -- 1032436115 -- 5b4ab7d635a53ce4fc26a5d10f0c335f -- Annas Archive.pdf |
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