Despite the majority of survey participants being aware of the need for C-suite collaboration, a surprising 73% of respondents said they rarely see C-suite leaders working together. Suffice to say there’s going to be a lot of change and disruption at the top before traditional hierarchies topple. That’s going to entail Cs collaborating with other leaders, building cross-functional teams, decentralising decision-making and inviting all team members to contribute to a shared overarching strategy. Are our Cs prepared? Perhaps not.
Bianca Solomon, USB-ED human capital manager says, “The underpinning skill required for cross-functional collaboration is team cohesion. This requires personal and peer leadership to be leveraged and for c-suite teams to recognise and stimulate an appetite for broader commercial perspectives beyond their areas of deep specialty. Team development may play a meaningful role herein as the tools available today can effectively enhance the quality of relationships, rapport, and the resultant collaboration that it invariably fosters.”
“Executives need to capacitate themselves with continuous professional development in varied ways. Ideally they need to incorporate new, current thinking about their field and its related disciplines. Working as a symphonic suite means that the opportunity to cross pollinate learnings can be implemented more effectively as knowledge sharing and insights are readily exchanged within their multi-disciplinary Exco teams,” Solomon concludes.