theHRDIRECTOR: A Leading Question

Is the C-suite model reaching its breaking point? The pressure on our CXOs is relentless. The checklist for being a ‘good’ CXO seems to grow each week.

Many C-suite professionals are increasingly disillusioned with the corporate grind.It's no surprise — balancing these demands with personal wellbeing can feel out of reach.

Placing too much expectation and reliance on one individual is a dangerous game — for both the professionals and the organisations they work for.

There comes a moment when we need to stop and consider whether there is a better way of doing things. And no, the answer isn’t just to add another full-time CXO role to the table.

We need to seriously rethink the C-suite construct.

Moving the C-suite from the payroll to an access role provides a welcome relief. From a peer-based to a team-based approach, scaling up or down based on the situation at hand. But, not just as a ‘temporary solution’.

An access-economy, team-based approach that utilises deeply knowledgeable, committed, and connected portfolio C-suite executives working fractionally and on-demand is the future of the C-suite.

This is not just for growing SMEs; it applies to Corporates and Group CXOs too.

My feature in the latest issue of the theHRDIRECTOR speaks to just this.

What are your thoughts? Is the c-suite construct at breaking point? What does the future of the c-suite look like?

First published in theHRDIRECTOR, July, 2024. Reproduced with permission. The HR Director is an independent, thought-led publication for Senior HR Practitioners. I hope you enjoy the article on page 16 and they tell me if you find value in the content and would like to receive each month, they offer a £50 discount when you Subscribe in Print by using the promotional code CONTRIBUTOR. Digital Subscription also available. First published in theHRDIRECTOR, July, 2024. Reproduced with permission. Happy Reading!