This article is part of “Workforce Innovation,” a series exploring the forces shaping enterprise transformation.
When Wex, a payments platform based in Portland, Maine, set an ambitious goal to double its revenue, to $5 billion, within five years, it recognized that achieving this would require changes in its operational approach and strategic focus. In 2022 it created the role of chief transformation officer and tapped Kristy Kinney, who previously led the company’s pandemic response, for the job.
Kinney’s mandate touched every aspect of Wex’s operations, including adopting generative artificial intelligence in call centers, standardizing project-management systems, and identifying new revenue streams. Wex says Kinney’s led 230 initiatives, hit 2,300 project milestones, and worked with and advised more than 100 leaders across the organization.
“We were intentional about not just delivering outcomes,” Kinney said, adding that a lot of the change “was about building a culture of always-on transformation in our workforce.”
As companies across the US confront complex challenges that require overhauling strategies, reimagining business models, and adapting workforce dynamics, many are appointing chief transformation officers to drive these changes. Boston Consulting Group said it found that CTO hiring surged by more than 140% from 2019 to 2021, led by companies in consumer and industrial goods and financial institutions.
Alicia Pittman, the global people team chair at Boston Consulting Group, said the trend reflected a shift in how organizations manage change. She told BI these specialized leaders are appointed to head up specific cross-functional projects and eventually integrate their work into everyday operations. The role is often transitional.
“Their job, in my opinion, is to sort of put themselves out of a job,” Pittman said.
Ravin Jesuthasan, a global leader for transformation services at the consulting firm Mercer who wrote the book “The Skills-Powered Organization,” said that while this position was relatively new in the array of C-suite roles, it was emerging as “one of the most pivotal for navigating the future of work.”
“It used to be that an organization would do a major transformation every eight or nine years or so, but today, due to the velocity and volatility of change, companies no longer have that luxury,” he said. “They now need a dedicated leader whose job it is to look around corners, stress-test existing strategies, and figure out when to pivot if necessary.”
So what exactly does a CTO do?
The C-suite has expanded over the past few decades and now brims with new titles.
The core figures, including the CEO, the chief operating officer, and the chief financial officer, focus on delivering quarterly results. Other positions center on functional areas like technology, human resources, and marketing, and strategic areas like employee engagement and sustainability.
Jesuthasan said that among these newer roles, the transformation officer stands out as forward-looking. They’re tasked with preparing the organization for the future. “They help see what’s coming and identify potential disruptions,” he said.
In addition, he said, they must deeply understand strategy and its implications for the organizational structure. They need to be adept at connecting different areas of the business. “CTOs help the organization develop a mindset of perpetual reinvention,” he said. “They have the curiosity and willingness to challenge the status quo.”
He added that strong people skills are also critical for CTOs. They need to have credibility with other executives, the ability to run experiments and test new ideas, and the skills to execute effective change management while bringing employees along.
Being a chief transformation officer, Jesuthasan said, is akin to “building the train while you’re driving it down the tracks.”
Brandon Batt, the chief transformation officer at Quadient, a company focused on digital transformation, knows this all too well. Batt, who was appointed in 2019, helped orchestrate sweeping changes at Quadient, including streamlining the company’s divisions and simplifying the workflows in various departments.
“At the end of the day, my function is here to be the support, the glue, and sometimes even the driver behind change that’s needed in the business,” he said.
Change is a process, of course. Can a CTO’s transformation efforts ever truly be complete? “In today’s dynamic landscape for technology companies, I am not sure we will ever say, ‘Mission accomplished,'” Batt said.
“We just announced a new plan for 2030,” he said. “It’s demanding, but leaning into it is where the magic happens.”
‘Change is hard’
The demands of managing organizational transformation are great, especially when initiatives span disciplines and address issues such as technological advancements, industry shifts, and evolving customer trends.
“Change is hard, and it can burn people out,” said Chengyi Lin, an affiliate professor of strategy at Insead who studies digital transformation.
Lin believes the CTO role should be viewed as transient, ideally lasting two to five years. “I say this with empathy and sympathy for the individual as well as for the organization,” Lin added.
C-suite titles have an important “signaling function,” he said. Appointing a CTO sends a message to workers and stakeholders that the organization is committed to change. Making the role permanent could dilute its significance and risk suggesting the company is in a constant state of flux rather than pursuing meaningful transformation.
Lin argued that concluding the role after a finite period doesn’t mean the transformation is complete — “it means that it’s eventually folded into business as usual.”
He described this approach as critical for maintaining employee engagement. Gartner has found that the average employee experienced 10 planned enterprise changes in 2022; in 2016, that number was two. It also found that workers’ enthusiasm for supporting enterprise change dropped significantly over the same period.
Kinney recently wound down her role as chief transformation officer at Wex. The company is continuing to work toward its $5 billion revenue goal; revenue was $2.55 billion at the end of December last year. And Kinney has transitioned to a new position as SVP of health & benefits growth. This role involves integrating her transformation work into Wex’s daily operations, what she refers to as “operational excellence.”
“I used to joke that if I was in that job after two years, I ought to be fired,” she said.
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