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Perspectives
Welcome to the COO Agenda
Sharing perspectives and insight on operational excellence practices chief operating officers are leading today
As leaders reshape their business to one that’s more intelligent, agile, and customer-centric, they will need to re-evaluate and innovate their operating model. Deloitte’s COO Agenda offers insights on best practices and emerging opportunities that come with tomorrow’s business operations needs. From leadership to learning, the COO Agenda provides readers with one destination to dive deep into various operational topics.
Building NextGen operating models for the future
Organizations need to continually evolve their operating model to remain competitive and keep up with changing market dynamics. In these COO Agenda posts, Deloitte’s Joe Alt, Rob Kaye, and Brendan Houng-Lee highlight key areas where operating models will need to shift, what a next-generation operating model could look like, and how to design and build the right operating model for your future. View our NextGen Operating Model Transformation services here.
GreenSpace: Getting ahead of the climate tech curve
Climate technology remains a crucial component to the climate crisis solution, but these solutions are still emerging or remain too costly for broader adoption. In these COO Agenda posts, Deloitte’s Dilip Krishna and Scott Corwin highlight how COOs can position their organizations to be early movers on climate tech solutions while remaining cost-effective.
Industrial Search™ – using GenAI to improve operational efficiency
Generative AI and machine learning are transforming industrial parts and procedure searches. In these COO Agenda posts, Deloitte’s Sandy Jones, Rob Kaye, and Vivekananda Maiya highlight how COOs can use AI-powered Industrial Search™ to deliver improved operational efficiency to their organizations.
Payments – both a business and a capability
Businesses now more than ever are reconsidering operating models to drive innovation around payments. In these COO Agenda posts, Deloitte’s Conrad Sheehan, Rob Kaye, and Mark Ericksen highlight how COOs should view and define payments, and how payments are being looked at as both a business and a capability as we shift towards a digital-first reality.
Driving health equity in the organization
Health equity isn’t just a matter of public policy and the delivery of care. It crosses industry lines and can affect value chains from one end to the other. In these COO Agenda posts, Deloitte’s Kulleni Gebreyes, Rob Kaye, Jen Radin, Nigel Ferguson and Alan Kang highlight key ways health issues can crop up under the COO’s purview, then walk through four domains where COOs can take action today.
The impact of Process Bionics on operations
Process breakdowns are a perennial headache for operations organizations. Traditional process transformation efforts have helped, but many COOs remain frustrated that improvements can take too long to carry out, produce only incremental returns on investment, and leave savings on the table. In these COO Agenda posts, Deloitte’s Alison Roy and Courtney Thayer describe a faster, more thorough method to identify where breakdowns occur and then swiftly move to address them—an approach at Deloitte that we call Process Bionics. Find out what you can discover through this reimagined approach to process transformation.
COOs and the pandemic: Operational resilience is imperative
COOs play a crucial role when organizations face crises. This has been especially true during the COVID-19 pandemic, which has prompted fundamental changes in the way many organizations operate. In these COO Agenda posts, Deloitte’s Rob Kaye, Olive O’Rourke, and David Sarabacha describe the distinct difference between operational resilience and the COO’s usual domain of business continuity, share several important actions COOs can take to help build resilience even in the midst of pandemic response and recovery efforts, and preview how the role of the COO is likely to change as organizations adapt to the next normal in the wake of COVID-19.
Corporate and investment banking client onboarding
As a first significant point of contact, onboarding is an opportunity for corporate and investment banks to delight clients and set a positive tone in the relationship. But for a variety of reasons, it can also be a point of friction that tarnishes a client’s first impressions of the institution. In these COO Agenda posts, Deloitte’s Joe Alt describes why the transformation of client onboarding is such an imperative today, sharing 10 critical success factors for effective transformation and offering a new approach for corporate and investment banks to consider
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